Medium Term Socio-Economic Policy Framework 2021-2024

12G. Structures: Mining and Quarrying” Table National Strategies and Medium-Term Policy-Driven Sector Strategies, 496-510

12H. Programmes and Results – “Internationally Competitive Industry Structures – Mining and Quarrying” Table 12I. Indicators: National Outcome 12 - “Internationally Competitive Structures: 512 Construction” Table 12J. National Strategies and Medium-Term Policy-Driven Sector Strategies, 513-517 Programmes and Results – “Internationally Competitive Industry Structures – Construction” Table 12K. Indicators-: National Outcome 12 – “Internationally Competitive Structures: 519 Cultural and Creative Industries” Table 12L. National Strategies and Medium-Term Policy-Driven Sector Strategies, 520-529 Programmes and Results – “Internationally Competitive Industry Structures – Cultural and Creative Industries” Table Indicators:- National Outcome 12 - “Internationally Competitive Industry 531

12M. Structures: Sport” II Table 2N. National Strategies and Medium-Term Policy-Driven Sector Strategies, 532-540 Programmes and Results – “Internationally Competitive Industry Structures – Sport” Table 2O. Indicators: National Outcome 12 – “Internationally Competitive Industry 542 Structures: ICT” Table 12P. National Strategies and Medium-Term Policy-Driven Sector Strategies, 544-558 Programmes and Results – “Internationally Competitive Industry Structures – ICT” Table Indicators- National Outcome 12 – “Internationally Competitive Industry 560

12Q. Structures: Services” Table 12R. National Strategies and Medium-Term Policy-Driven Sector Strategies, 561-570 Programmes and Results – “Internationally Competitive Industry Structures - Services” Table 12S Indicators-: National Outcome 12 - “Internationally Competitive Industry 573 Structures: Tourism” Table 12T. National Strategies and Medium-Term Policy-Driven Sector Strategies, 575-589 Programmes and Results – “Internationally Competitive Industry Structures – Tourism” Table 13A. Indicators:- National Outcome 13 – “Sustainable Management and Use of 592 Environmental and Natural Resources” Table 13B. National Strategies and Medium-Term Policy-Driven Sector Strategies, 593-616 Programmes and Results – “Sustainable Management and Use of Environmental and Natural Resources” Table 14A. Table of Indicators-: National Outcome 14 – “Hazard Risk Reduction and 618 Adaptation to Climate Change” Table 14B. National Strategies and Medium-Term Policy-Driven Sector Strategies, 620-642 Programmes and Results – “Hazard Risk Reduction and Adaptation to Climate Change” Table 15A. Indicators:- National Outcome 15 – “Sustainable Urban and Rural 644 Development” Table 15B. National Strategies and Medium-Term Policy-Driven Sector Strategies, 646-663 Programmes and Results – “Sustainable Urban and Rural Development” III List of Figures Figures Page # Figure A1 Vision 2030 Jamaica National Goals and National Outcomes 4 Alignment of Vision 2030 Jamaica and the Sustainable Development Goals Figure A2 5 (SDGs) Figure A3 Lower and Higher Forms of Capital 16 Figure A4 Series of MTFs 19 Figure A5 Strategic Priorities – MTF 2021-2024 24 Figure A6 MTF 2021-2024: Main Investment Projects (Select) 33 Policy/Regulatory Framework, Quasi- Results and Strategy Mapping, and Figure A7 Assumptions/Drivers and Risks/Limitations& Alignment of Vision 2030 43 Jamaica/MTF and the SDGs Figure 1A Policy- And Outcome- Driven Strategy Map 46-47 Figure 1B National Outcome 1 Alignment to the SDGs 48 The planned strategies and development programming for “World-Class Figure 2A 101 Education and Training” are aligned with SDGs 4 and 8 Medium Term Results and Policy-Driven Strategies and Development Figure 3A 136 Programmes The planned strategies and development programming for “Effective Social Figure 3B 137 Protection” are aligned with SDGs 1, 2, 8, 10 and 11 Figure 4A Goal 1 Alignment to SDG 11 155 The planned results, strategies, and development programming for Figure 5A “Security and Safety” under MTF 2021-2024 are aligned with SDGs 3, 10 172 and 16 Figure 5B Policy and Outcome Driven Strategy Map – “Security And Safety” 173 The planned results, strategies, and development programming for Figure 6A “Effective Governance” under MTF 2021-2024 are aligned with SDGs 5, 10, 193 16 and 17. The planned results, strategies, and development programming for “A Figure 7A Stable Macroeconomy” under MTF 2021-2024 are aligned with SDGs 10, 12 226 and 17 Figure 8A National Outcome 8 – 7 National Strategies 256 IV List of Figures Figures Page # The planned strategies and development programming for “An Enabling Figure 8B 257 Business Environment” are aligned with SDGs 1, 4, 5, 8, 9, 10, 16 and 17 The planned results, strategies, and development programming for “Strong Figure 9A 327 Economic Infrastructure” are aligned with SDGs 3, 6, 8, 9, 11, 14 and 17 The planned strategies and development programming for “Energy Security Figure 10A 363 and Efficiency” are aligned with SDG 7. The planned strategies and development programming for “A Technology Figure 11A 379 Enabled Society” are aligned with SDG 9 The planned strategies and development programming for “Internationally Figure 12A Competitive Industry Structures - Agriculture” are aligned with SDGs 2, 6, 8, 395 13 and 14 The planned strategies and development programming for “Internationally Figure 12B Competitive Industry Structures—Manufacturing” are aligned with SDGs 8, 408 9 and 16 The planned strategies and development programming for “Internationally Figure 12C Competitive Industry Structures - Construction” are aligned with SDGs 8, 11 477 and 16 The planned strategies and development programming for “Internationally Figure 12D Competitive Industry Structures: Cultural and Creative Industries” are 495 aligned with SDGs 8, 9, 11 and 17 The planned strategies and development programming for “Internationally Figure 12E 512 Competitive Industry Structures – Sport” are aligned with SDGs 3, 8 ad 9 The planned strategies and development programming for “Internationally Figure 12F 519 Competitive Industry Structures - ICT” are aligned with SDGs 4, 8, 9 and 16 The planned strategies and development programming for “Internationally Figure 12G 531 Competitive Industry Structures – Services” are aligned with SDG 8 The planned strategies and development programming for “Internationally Figure 12H Competitive Industry Structures – Tourism” are aligned with SDGs 8, 11 and 543 12 The planned strategies and development programming for “Internationally Figure 12I 560 Competitive Industry Structures - Services” are aligned with SDG 8. The planned strategies and development programming for “Internationally Figure 12J Competitive Industry Structures: Tourism” are aligned with SDGs 8, 11, 12, 574 13 and 14 The planned strategies and development programming for “Sustainable Figure 13A Management and Use of Environmental and Natural Resources” are aligned 592 with SDGs 6, 12, 14 and 15 The planned strategies and development programming for “Hazard Risk Figure 14A Reduction and Adaptation to Climate Change” are aligned with SDGs 1, 11, 619 12, and 13 The planned strategies and development programming for “Sustainable Figure 15A 645 Urban and Rural Development” are aligned with SDGs 1 and 11 V Foreword Part 1 Vision 2030 Jamaica – National Development Plan (NDP) is Jamaica’s 1st long-term development plan and covers the 21-year period 2009-2030. It was informed by a government led stakeholder-driven process of consultation and utilization of empirical evidence to determine the long-term development results (goals and outcomes) demanded by the Jamaica people and the strategies and policy-driven programming that would best allow for the achievement of the development results. The National Development Plan and the 1st successive 3-year Medium Term Socio-Economic Policy Framework (MTF) was launched in 2009 with the planned development results slated for achievement in 2030. The NDP is accompanied by 31 Sector Plans, which are presented in 28 separate documents. Vision 2030 Jamaica was designed to enable the achievement of four (4) national sustainable and inclusive development goals and 15 related national outcomes. The achievement of the planned 2030 targets for the Vision 2030 Jamaica goals and outcomes, which were established in 2009, are representative of the achievement of developed country status. While this developed country status is benchmarked against global standards, it is operationalized to reflect culturally-based operationalizations of development. Vision 2030 Jamaica consists of an integrated development framework that links vision, goals and outcomes with long-term development objectives, strategy, policy, planning, programming, and the means of implementation. The interlinkage of these various components is operationalized within an evidence- and results- based management framework. It is noteworthy that the results-based management framework connects medium term outcomes with long term sectoral development impacts and the 4 national goals. Hence, Vision 2030 Jamaica consists of national goals and outcomes that tell us how the Jamaica we want will look and what it will offer its citizens and the wider global community. It consists of a national strategy framework that tells us the sectors that must be developed and the nature of the required development for the national goals and outcomes to be achieved1. The national strategy framework is expounded in the Vision 2030 Jamaica Sector Plans as well as the wider collection of government approved sectoral strategies. The Sector Plans present the vision, strategies, programming, and intended development results for each sector. While the composition of the national strategy framework has remained largely the same, a few national strategies have been added to reflect shifts in philosophies and sectoral policy frameworks. The sector strategies represent a breakdown of the national strategies based on the areas identified as the main dynamics in a Theory of Change (ToC) model. In each MTF, the sector strategies both maintain focus on the long term objectives and reflect the medium-term requirements for development based on performance and changes in the development environment. 1 The long-term national strategy framework presents the sectoral areas of focus for development and the direction of change or nature of transformation required to achieve the country’s 2030 goals. 1 The implementation of Vision 2030 Jamaica is driven by public policy. Government’s medium term objectives and policy imperatives are largely situated within policy frameworks. The medium-term policy priorities in turn direct institutional processes, resourcing, and capacity building. Government’s policy and legislative frameworks also serve as the axis for state level governance and regulation. It is public policy that creates the enabling environment for partners in development to coherently participate in development processes and align their planning and programming with Vision 2030 Jamaica. The MTF serves as the centrepiece of the implementation framework of Vision 2030 Jamaica. It is one of the central features that has allowed for continuous implementation of Vision 2030 Jamaica across successive governing administrations. It directly situates policy-based programming within the national strategy framework and comes into force through Cabinet approval. The 3-year span of the MTF allows for changes in government’s policy frameworks to be integrated in the implementation of Vision 2030 Jamaica. Hence, how the long-term strategic development priorities will be advanced within pathways of change, along with resourcing and capacity building, are driven by government’s policy imperatives. In 2015, Jamaica as part of the 193 member states of the United Nations (UN) adopted the 2030 Agenda for Sustainable Development (2016-2030) and its 17 Sustainable Development Goals (SDGs). Jamaica had utilized Vision 2030 Jamaica as its framework for establishing its position on what was prior to known as the Post-2015 Sustainable Development Goals (SDGs). This was presented in a National Outcome Document on the Post-2015 Sustainable Development Goals. Jamaica then presented the alignment of the anticipated 17 SDGs with the National Goals and Outcomes of Vision 2030 Jamaica in Medium Term Socio-Economic Policy Framework (MTF) 2015-2018. In 2017, Cabinet approved “A Road Map for SDG Implementation in Jamaica”, which identified Vision 2030 Jamaica as the framework for implementation of the SDGs in Jamaica. The Road Map noted that if Jamaica continued along the path laid out under Vision 2030 Jamaica, it would be concurrently working towards the achievement of the SDGs. MTF 2018-2021 showed the alignment of the SDGs with the national goals and outcomes of Vision 2030 Jamaica and the alignment of the SDG targets with the national and sector strategies. The implementation of Vision 2030 Jamaica has been led by the Government of Jamaica (GOJ), with the Planning Institute of Jamaica (PIOJ) serving as the focal point. Within the PIOJ, the Plan Development Unit (PDU), also known as the Vision 2030 Jamaica Secretariat, coordinates the implementation of Vision 2030 Jamaica and the integration of the SDGs in Vision 2030 Jamaica Plan Implementation, with support from the wider organization. A Sustainable Development Goals (SDGs) Secretariat is responsible for managing the partnership and institutional arrangements for the SDGs as well as reporting. Part 2 Vision 2030 Jamaica is designed for continuous improvement, stakeholder driven implementation, and is underpinned by an evidence- and results based management framework. It is also designed to drive social transformation and the achievement of developed country status. These tenets of Vision 2030 Jamaica have allowed for the 2 maintenance of its relevance, and capacity for agility and adaptation to what has been a rapidly changing local, regional, and global context for development. At the end of Fiscal Year (FY 2020/21), which marked the end of the period covered by MTF 2018-2021, it was evident that the decade to 2030 would be characterised by an even more uncertain and malleable development context than the decade ending 2020. The decade ending 2020 had been characterized by the effects of the 2008 global financial crisis, geo- political dynamics that impacted global relations and the effects of climate change and other shocks. The decade ending 2030 will be characterized by the effects of the COVID-19 pandemic as well as on-going shifts in geo-politics and the political economy, and projected increasing threats associated with climate change and other risks to survival, livelihoods, inclusion and equity, and sustainable growth. Prior to the COVID-19 pandemic, the evidence regarding development performance and the anticipated development environment up to 2030 had informed an assessment that the achievement of developed country status by 2030 would be highly infeasible. With the emergence of COVID-19 in 2019 and its rapid global spread in 2020 and 2021, global forecasts and national data have painted a picture that renders the achievement of developed country status by 2030 as highly improbable. However, Vision 2030 Jamaica was not simply designed for the achievement of developed country status by 2030. The NDP was primarily crafted to create the conditions necessary for accelerated and catalytic transformative development in advancing the achievement of 4 synergistic National Goals and 15 related National Outcomes. The achievement of the national outcomes is monitored by means of a performance measurement framework, which includes measurable National Outcome Indicators. The 2030 targets that were linked to the respective indicators as part of the planning process, represented the achievement of developed country status. The evidence- and results- basis of Vision 2030 Jamaica, which facilitates continuous improvement, allows for review and revision of targets in response to actual performance and actual development context throughout Plan implementation. Hence, under Vision 2030 Jamaica, we are able to redefine targets and the timelines for the achievement of targets. All partners in Jamaica’s national development, including the citizenry are encouraged to align your goals, plans and programmes with Vision 2030 Jamaica and the SDGs, through the MTF. Together, we can achieve our national vision for development and make “Jamaica, the place of choice to live, work, raise families and do business”. Vision 2030 Jamaica Secretariat 3 Acknowledgements The Planning Institute of Jamaica (PIOJ) thanks all partners in Jamaica’s development who contributed to the preparation of Medium Term Socio-Economic Policy Framework 2021-

2024. The PIOJ pays tribute to all the entities that participated in consultations, provided data and information, and supported the process in other ways. These include Ministries, Departments and Agencies of the Government of Jamaica, private sector entities, civil society organizations, academia, and international development partners. The Institute also recognizes the efforts of the internal team led by the Vision 2030 Jamaica Secretariat, including the chapter writers, facilitators, technical advisors, and reviewers. The PIOJ extends its appreciation to all Jamaicans at home and abroad for creating a great legacy and an excellent nation brand as a platform for implementing Vision 2030 Jamaica and advancing the realization of the collective vision to make “Jamaica, the place of choice to live, work, raise families and do business”. 4 Figure A1. Vision 2030 Jamaica National Goals and National Outcomes 7 Alignment of Vision 2030 Jamaica and the Sustainable Development Goals (SDGs) Figure A2 - Alignment of Vision 2030 Jamaica and the Sustainable Development Goals (SDGs) 8 Abbreviations and Acronyms ACP Agricultural Competitiveness Programme ADSC Anti-Dumping and Subsidies Commission AFPs Agencies, Funds and Programmes AGD Accountant General’s Department AIC Agro-Investment Corporation ALMD Agriculture Land Management Division AMANDA Application Management and Data Automation Software ASYCUDA Automated System for Custom Data B&B Bed and Breakfast BOJ Bank of Jamaica BPO Business Process Outsourcing BSJ Bureau of Standards Jamaica C4D Communication for Development CAP Community Access Point CAP Career Advancement Programme CARICOM Caribbean Community CARIFORUM Caribbean Forum CARILED Caribbean Regional Local Economic Development Project CBD Convention on Biological Diversity CBO Community-Based Organization CCA Common Country Analysis CCADRRP Climate Change Adaptation and Disaster Risk Reduction Project CCTV Closed Circuit Television CD Communicable Disease CDB Caribbean Development Bank CDC Community Development Committee CEO Chief Executive Officer CFLGM Caribbean Forum of Local Government Ministers CGF Caribbean Growth Forum CHASE Fund Culture, Health, Arts, Sports and Education Fund CHEC China Harbour Engineering Company CIB Central Investigations Bureau CIC Construction Industry Council CIP Construction Industry Policy CITO Central Information Technology Office CMI Caribbean Maritime Institute CMS Court Management System CO2 Carbon Dioxide COJ Companies Office of Jamaica COP Conference of the Parties (to the UNFCCC) COTED Council for Trade and Economic Development COVID-19 Coronavirus 2019 CPC Chief Parliamentary Council 9 CPFSA Child Protection and Family Services Agency CPSO CARICOM Private Sector Organization (CPSO) CRP Community Renewal Programme CSEC Caribbean Secondary Education Certificate CSF Community Systems Foundation CSJP Citizen Security and Justice Programme CSME CARICOM Single Market and Economy CSO Civil Society Organization CTE Career and Technical Education C-TOC Counter-Terrorism and Organized Crime Investigation Branch DBJ Development Bank of Jamaica DCS Department of Correctional Services DFA Data for All DRM Disaster Risk Management EC Early Childhood ECC Early Childhood Commission ECD Early Childhood Development ECI Early Childhood Institution ECLAC Economic Commission of Latin America and the Caribbean EEA European Environment Agency EEZ Exclusive Economic Zone e-Gov Electronic Government eGovJa eGov Jamaica Limited EIA Environmental Impact Assessment EII Energy Intensity Index e-LJam e-Learning Jamaica Company Ltd. EMS Environmental Management System EOJ Electoral Office of Jamaica EPA Economic Partnership Agreement EPI Environmental Performance Index ERBM Evidence- and Results- Based Management ESCO Energy Services Company ESSJ Economic and Social Survey Jamaica EU European Union EXIM Export Import Bank FAO Food and Agriculture Organization of the United Nations FCJ Factories Corporation of Jamaica FDA Foreign Direct Assistance FDI Foreign Direct Investment FSC Financial Services Commission FTC Fair Trading Commission FY Fiscal Year GAP Good Agricultural Practices GCF Green Climate Fund GCI Global Competitiveness Index GCT General Consumption Tax GDP Gross Domestic Product GEF Global Environmental Facility GEF SGP Global Environmental Facility Small Grants Programme 10 GER Government Electricity Regulator GHG Greenhouse Gas GIP Growth Inducement Programme GIS Geographical Information System(s) GNI Gross National Income GOJ Government of Jamaica GSAT Grade Six Achievement Test HACCP Hazard Analysis and Critical Control Points HAJ Housing Agency of Jamaica HDI Human Development Index Human Employment and Resource Training Trust/National Training HEART Trust/NTA Agency HLPF High Level Political Forum (on the Sustainable Development Goals) HQI Housing Quality Index HR Human Resources HRMIS Human Resource Management Information System HRRACC Hazard Risk Reduction and Adaptation to Climate Change IAEA International Atomic Energy Agency Inter-Agency and Expert Group on Sustainable Development Goal IAEG-SDGs Indicators ICT Information and Communications Technology IDB Inter-American Development Bank IDP International Development Partner IERBM Integrated Evidence- and Results- Based Management IGI Inclusive Growth Index ILO International Labour Organization ILPES Institute for Economic and Social Planning IMAJ Incorporated Masterbuilders Association of Jamaica IMCHR Inter-Ministerial Committee on Human Rights IMF International Monetary Fund IOM International Organization for Migration IP Intellectual Property IP Investment Project IPL Independence Park Limited ISCF Island Special Constabulary Force ISO International Standards Organization ISSA Inter-Secondary Schools Sports Association ITA Island Traffic Authority Ja REEACH Jamaica Rural Economy and Ecosystems Adapting to Climate Change JACRA Jamaica Agricultural Commodities Regulatory Authority JAMALCO Jamaica Alumina Company JAMPRO Jamaica Promotions Corporation JAMSTATS Jamaica Statistics JAS Jamaica Agricultural Society JAVA Jamaica Association of Villas and Apartments JBDC Jamaica Business Development Corporation JBI Jamaica Bauxite Institute JCA Jamaica Customs Agency JCC Jamaica Chamber of Commerce 11 JCDC Jamaica Cultural Development Commission JCF Jamaica Constabulary Force Jamaica Crime Observatory – Integrated Crime and Violence Information JCO-ICVIS System JDF Jamaica Defence Force JDTAN Jamaica Diaspora Taskforce Action Network JEA Jamaica Exporter’s Association JHTA Jamaica Hotel and Tourist Association JIEP Jamaica Institute of Environmental Professionals JIPO Jamaica Intellectual Property Office JIS Jamaica Information Service JMA Jamaica Manufacturers’ Association JMB Jamaica Mortgage Bank JMEA Jamaica Manufacturers and Exporters Association JNHT Jamaica National Heritage Trust JNN Jamaica News Network JNSHC Jamaica North South Highway Company Limited JOA Jamaica Olympic Association JP Justice of the Peace JPSCo Jamaica Public Service Company Limited JSE Jamaica Stock Exchange JSEA Jamaica Solar Energy Association JSIF Jamaica Social Investment Fund JSLC Jamaica Survey of Living Conditions JSSE Jamaica Social Stock Exchange JTB Jamaica Tourist Board JUTC Jamaica Urban Transit Company Limited KCB Kiwanis Club of Barbican KCT Kingston Container Terminal KMA Kingston Metropolitan Area KMRB Kingston Metropolitan Resort Board KMTR Kingston Metropolitan Transport Region KSA Kingston and St. Andrew KSAC Kingston and St. Andrew Municipal Corporation KWH Kilowatt Hour LA Local Authority LAC Latin America and the Caribbean LAMP Land Administration and Management Programme LARC Long Acting Reversible Contraceptives LDC Least Developed Countries LE Life Expectancy LEIs Local Economic Enterprises LFMC Local Forestry Management Committee LNG Liquefied Natural Gas LSD Local Sustainable Development LSDP Local Sustainable Development Plan M&E Monitoring and Evaluation MAJ Maritime Authority of Jamaica MC Municipal Corporation 12 MDA Ministries, Departments, and Agencies MDG Millennium Development Goal MDP Master Drainage Plan MEGJC Ministry of Economic Growth and Job Creation Met Service Meteorological Service, Jamaica MFAFT Ministry of Foreign Affairs and Foreign Trade MGCES Ministry of Gender, Culture, Entertainment and Sport MGD Mines and Geology Division MHURCC Ministry of Housing, Urban Renewal and Climate Change MIC Middle-Income Country MICAF Ministry of Industry, Agriculture and Fisheries MIDP Major Infrastructure Development Programme MIND Management Institute for National Development MLGCD Ministry of Local Government and Community Development MLGRD Ministry of Local Government and Rural Development MLSS Ministry of Labour and Social Security MNS Ministry of National Security MOCA Major Organized Crime and Anti-Corruption Agency MOEYI Ministry of Education, Youth and Information MOFPS Ministry of Finance and the Public Service MOH Ministry of Health MOJ Ministry of Justice MOT Ministry of Tourism MOU Memorandum of Understanding MP Member of Parliament MPhil Master of Philosophy MQAJ Mining and Quarrying Association of Jamaica MSc Master of Science MSDF Multi-Country Sustainable Development Framework MSET Ministry of Science, Energy and Technology MSME Micro, Small and Medium-sized Enterprise MTAP Medium Term Action Plan MTEP Medium Term Economic Programme MTF Medium Term Socio-Economic Policy Framework MTM Ministry of Transport and Mining MTRBB Medium Term Results Based Budgeting MW Megawatt NAP National Adaptation Plan NBSAP National Biodiversity Strategy and Action Plan NCB National Commercial Bank NCC National Competitiveness Council NCC National Contracts Commission NCDs Non-Communicable Diseases NCST National Commission on Science and Technology NCU Northern Caribbean University NCW National Careers Week NDP National Development Plan NEPA National Environment and Planning Agency NET National Education Trust 13 NFPB National Family Planning Board NGO Non-Governmental Organization NHF National Health Fund NHT National Housing Trust NIB National Intelligence Bureau NIC National Irrigation Commission NIDS National Identification System NIF National Insurance Fund NIN National Identification Number NIP National Irrigation Programme NIR Net International Reserves NIS National Insurance Scheme NLA National Land Agency NLJ National Library of Jamaica NMIA Norman Manley International Airport NPSD National Population and Sustainable Development (Policy) NROCC National Road Operating and Construction Company NRV Natural Resource Valuation NRW Non-Revenue Water NSP National Security Policy NSPC National Social Protection Committee NSS National Statistics System NSWMA National Solid Waste Management Authority NVQ-J National Vocational Qualification of Jamaica NWA National Works Agency NWC National Water Commission NYS National Youth Service OAG Office of the Accountant General OAS Organization of American States ODA Official Development Assistance ODPEM Office of Disaster Preparedness and Emergency Management ODPP Office of the Director of Public Prosecutions OECD Organization of Economic Cooperation and Development OPC Office of the Parliamentary Counsel OPM Office of the Prime Minister ORC Office of the Registrar of Companies OSHA Occupational Safety and Health Act OTL Office of Teaching and Learning OUR Office of Utilities Regulation PA Protected Area PAHO Pan American Health Organization PAJ Port Authority of Jamaica PBMA Public Bodies Management and Accountability PBMA Performance-Based Management Accounting PCJ Petroleum Corporation of Jamaica PCOA Police Civilian Oversight Authority PDC Parish Development Committee PDU Plan Development Unit PEP Primary Exist Profile 14 PEPA Portland Environment Protection Association PETCOM Petroleum Company PFM Public Financial Management PFMRAP Public Financial Management Reform Action Plan PGRFA Plant Genetic Resources for Food and Agriculture Programme PhD Doctor of Philosophy PHU Population and Health Unit PICA Passport, Immigration and Citizenship Agency PIMS Public Investment Management System PIOJ Planning Institute of Jamaica PLHIV Person Living with Human Immunodeficiency Virus PLWD Persons Living with Disabilities PMAS Performance Management and Appraisal System PMES Performance Monitoring and Evaluation System PMEU Performance Monitoring and Evaluation Unit PPCR Pilot Programme for Climate Resilience PPE Personal Protective Equipment PPP Public-Private Partnership PQPI Plant Quarantine and Produce Inspection PR Public Relations PRCU Poverty Reduction Coordinating Unit PSIP Public Sector Investment Programme PSMD Public Sector Modernization Programme PSMEU Public Sector Monitoring and Evaluation Unit PSMTD Public Sector Modernization and Transformation Division PSOJ Private Sector Organization of Jamaica PSTU Public Sector Transformation Unit PTA Parent Teacher Association PV Photovoltaic R&D Research and Development RADA Rural Agricultural Development Authority RBM Results-Based Management RCOs Resident Coordinators Offices RDI Research, Development and Innovation RE Renewable Energy REAP Risk-informed Early Action Partnership REB Real Estate Board of Jamaica REDD Reducing Emissions from Deforestation and forest Degradation REDI Rural Economic Development Initiative RGD Registrar General’s Department RHA Regional Health Authority RJR Radio Jamaica RSC Regional Steering Committee RSU Road Safety Unit RWSL Rural Water Supply Limited SAMOA SIDS Accelerated Modalities of Action SCHIP Southern Coastal Highway Improvement Project SDC Social Development Commission SDGs Sustainable Development Goals 15 SEP School Education Programme SEZ Special Economic Zone SIDS Small Island Developing States SIT Sterilised Insect Technique SMA Spectrum Management Authority SPPRD Social Policy, Planning and Research Division SPS Social Protection Strategy SRC Scientific Research Council SRH Sexual and Reproductive Health SRHA Southern Regional Health Authority SRIP Shovel-Ready Investment Project STATIN Statistical Institute of Jamaica STEAM Science, Technology, Engineering, Arts and Mathematics STEM Science, Technology, Engineering and Mathematics STI Science, Technology and Innovation TAJ Tax Administration Jamaica TEF Tourism Enhancement Fund TIS Tablets in Schools TMC Technical Monitoring Committee ToC Theory of Change TPDCo Tourism Product Development Company TVET Technical Vocational Education and Training TVJ Television Jamaica TWG Thematic Working Group UAF Universal Access Fund UCJ University Council of Jamaica UDC Urban Development Corporation of Jamaica UH Universal Health UHWI University Hospital of the West Indies UIC Unique Identifier Code UN United Nations UNCTAD United Nations Conference on Trade and Development UNDP United Nations Development Programme UNEP United Nations Environment Programme UNESCO United Nations Education, Scientific and Cultural Organization UNFCCC United Nations Framework Convention on Climate Change UNICEF United Nations Children’s Fund USA United States of America USAID United States Agency for International Development USDA United States Department of Agriculture USF University of South Florida USF Universal Access Fund Utech University of Technology UWI University of the West Indies VC Venture Capital VNR Voluntary National Review VSD Veterinary Services Division WADA World Anti-Doping Agency WB World Bank 16 WEF World Economic Forum WHO World Health Organization WIPO World Intellectual Property Organization WoG Whole-of-Government WRA Water Resources Authority WTO World Trade Organization YEA Young Entrepreneurs Association YEP Youth Entrepreneurship Programme ZOSO Zones of Special Operations 17 SECTION A Background & Context Overview On May 9, 2009, during the 2009/10 Budget Presentation, Vision 2030 Jamaica – National Development Plan along with (its companion policy-based framework for implementation) the 1st Medium Term Socio-Economic Policy Framework (MTF), which covered the period 2009–2012, were tabled in Parliament. Vision 2030 Jamaica represents a new development paradigm for Jamaica. It is a national development plan designed to advance the achievement of developed country status by transforming how and what Jamaica plans, implements its plans, and measures performance and progress. Vision 2030 Jamaica represents a transition from short- to medium- term planning to long- term strategic planning. It is goal-oriented and built on an evidence- and results-based management framework, which allows for ongoing learning and continuous improvement. Vision 2030 Jamaica is geared towards identifying and addressing the root causes of long- standing systemic and structural challenges to development. It was crafted for responsiveness to the anticipated and unanticipated national governance, socio-cultural and geo-political realities that change and must be navigated in the implementation of a long-term national development plan. Vision 2030 Jamaica will promote greater sustainability of development gains, and inclusion and equity in access to these gains. Figure A3. Forms of Capital Vision 2030 Jamaica involves the development and application of the resources and capacities of the country, including that of its diaspora, towards reliance on the higher forms of capital – human, knowledge, cultural, institutional. These forms of capital are not only infinite and aligned with the needs of an age of technological and innovation driven globalization. They also facilitate development that is driven by and can benefit all Jamaicans – including persons of all ages, in various geographic locales at home and abroad, different socio-economic positions and levels of education. Specifically, Vision 2030 Jamaica is geared towards the achievement of 4 interdependent and synergistic Goals and 15 related National Outcomes. The sentiment of the vision achieved is captured in the Vision Statement “Jamaica, the place of choice to live, work, raise families and do business”. Towards this end, Vision 2030 Jamaica constitutes a framework for the advancement of integrated and balanced sustainable, equitable and inclusive social, economic, and environmental development, underpinned by good governance. Vision 2030 Jamaica is built on an evidence-driven results-based management (RBM) framework, which constitutes an adaptation of the Plan Do Check Act model and facilitates continuous improvement throughout Plan Implementation as well as the integration of new and emerging development paradigms and agendas such as the 2030 Agenda for Sustainable Development and its 17 Sustainable Development Goals (SDGs). In 2015, Jamaica as one of the 193 member states of the United Nations (UN), adopted the 2030 Agenda and with the global community, commenced implementation of the Agenda on January 1, 2016. A Road Map for SDG Implementation in Jamaica, approved by Cabinet in 2017, identifies Vision 2030 18 Jamaica as the axis around which efforts to advance the 2030 Agenda in Jamaica will be organized. Implementation of Vision 2030 Jamaica The launch of Vision 2030 Jamaica in 2009, marked a new chapter in Jamaica’s development journey. Jamaica had developed and commenced implementation of its first long-term national development plan through bi-partisan support and ownership – a plan that was informed by empirical evidence and the expert and experiential-based views and perspectives of a range of stakeholders across the island, the diaspora, and among Jamaica’s international development partners. The Implementation Framework of Vision 2030 Jamaica includes:  The 21-year National Development Plan (NDP), which presents a comprehensive picture of the planned development impact from the implementation of Vision 2030 Jamaica. It also presents institutional and other drivers of the planned development impact, including a National Strategy Framework and critical policy and programming imperatives. The NDP outlines the baseline situation, in 2007, when planning commenced and considerations for the evolving development context that require navigation throughout plan implementation.  Thirty-one (31) Sector Plans, presented in 28 separate documents, that build out the strategic road map to advance achievement of the national outcomes, presented in the National Development Plan (NDP).  The successive 3-year Medium Term Socio-Economic Policy Framework (MTF), which serves as the central mechanism of the Plan implementation framework from 2009 - 2030. The MTF is strategy-based, evidence- and policy- driven and constitutes the framework for results-based planning and cumulative development towards the 2030 goals.  An integrated evidence- and results- based management (IERBM) framework, which infuses evidence-based practice in all tenets of the implementation of Vision 2030 Jamaica. This includes strategic planning, monitoring and evaluation (M&E) and reporting, and communication of Vision 2030 Jamaica. The monitoring and evaluation (M&E) framework gives focus to the assessment of efficiency and effectiveness associated with the implementation of strategic policy-driven programmes. Empirical research and consultations support capacity, environmental and contextual analysis. The components of the IERBM framework facilitate evidence-based improvement of the plan implementation framework and inform medium-term results-based planning. This ensures that Plan implementation is responsive to both actual and expected performance and changing/emerging realities.  The institutional framework for plan implementation, which is coordinated by the Planning Institute of Jamaica (PIOJ) – Vision 2030 Jamaica Secretariat – and comprises the gamut of development structures, institutions and partnership arrangements that serve to advance national development. This includes ministries, departments, and agencies (MDAs); municipal corporations and other local development actors; private sector; civil society; academia and regional and international development partners (IDPs). It also includes the stakeholder-driven Thematic Working Groups (TWGs) that serve as the main consultative mechanism for M&E to inform Plan implementation. The PIOJ serves as focal point for Vision 2030 Jamaica and therefore liaises with Cabinet and Parliament towards the fulfilment of their leadership roles regarding planning and implementation of Vision 2030 Jamaica. The PIOJ is also the focal point 19 for the Sustainable Development Goals (SDGs) and is responsible for integrating the SDGs in the implementation of Vision 2030 Jamaica.  The communications framework, which includes the strategies and mechanisms for performance reporting, social marketing and promoting social responsibility, and knowledge and information sharing with stakeholders. The communications framework is also a critical tenet of evidence-based processes reliant on consultations with stakeholders and experts.  The Partnership Framework, which comprises strategies and institutional and other mechanisms to support participatory development through a stakeholder-driven plan implementation process and collaborative/partnership-based implementation of Vision 2030 Jamaica.  Localization Framework, which consists of strategies, mechanisms, and a programme for the localization of Vision 2030 Jamaica and the SDGs. This includes promoting the alignment of Local Sustainable Development Plans (LSDPs) with the National Development Plan (NDP) through the Medium Term Socio-Economic Policy Framework (MTF), Sector Plans and other relevant frameworks, mechanisms, and tools. It also includes working with other stakeholders operating at the local level to align their planning and development goals with Vision 2030 Jamaica and the SDGs. There is prioritization of the promotion of inclusive development with the Localisation Programme, giving focus to the engagement of key groups, such as the youth, as champions in the implementation of Vision 2030 Jamaica.  A Road Map for SDG Implementation in Jamaica (2017) which identifies Vision 2030 Jamaica as the axis around which efforts to implement the SDGs in Jamaica should be organized, including implementation of the SDGs through the MTF. It was evident from the outset that the success of Vision 2030 Jamaica requires national ownership, partnership, collaboration, and continuous improvement. The following have been generally accepted as success criteria:  Transformational leadership at all levels and across all spheres of the Jamaican society, including in the diaspora. This includes ownership and policy-driven leadership from the political directorate and the alignment of policy imperatives, programming, resourcing and institutional development with the goals and strategies of Vision 2030 Jamaica. It also includes the commitment of the political directorate to the 21-year implementation of Vision 2030 Jamaica.  On-going relevance of Vision 2030 Jamaica, including the National Development Plan (NDP), Sector Plans and other tenets of the implementation framework. This relevance will be achieved through review and revisions of the components of Vision 2030 Jamaica, and evidence- and policy- driven development of each successive 3- year Medium Term Socio-Economic Policy Framework (MTF)2.  The alignment of the actions of planners operating at different levels of development and across various sectors with Vision 2030 Jamaica. These planners have the responsibility, with support from organizational leadership, to align strategic/corporate and operational planning, local sustainable development planning, and country plans and programme (on the part of international development partners) to the MTF. 2 The MTF is the policy framework for implementation of Vision 2030 Jamaica 20  Active participation of the Jamaican people in the implementation of Vision 2030 Jamaica and equitable distribution of benefits. The realization of inclusive participation and benefit requires the empowerment and enablement of the people. Medium Term Socio-Economic Policy Framework (MTF) The MTF serves as the central tenet of the implementation framework of Vision 2030 Jamaica and the main vehicle for advancing the implementation of the 2030 Agenda and its 17 SDGs. To date, the MTF has included a package of prioritized national strategies and sector strategies, and the most critical/catalytic actions that operationalize the sector strategies. Each MTF is informed by several sources of evidence, public policy frameworks and arrangements. The MTF is also informed by other development considerations, including development performance, such as gains, slippages, and gaps; the national and global development context; and the perspectives/experiences of stakeholders. The MTF is implemented through the alignment of the development programme (including sub- programmes, and projects) of ministries, departments, and agencies (MDAs) and other development actors with the results and strategy framework of the MTF. Since 2009, Jamaica has produced and implemented four (4) successive 3-year MTFs without disruption across four (4) political administrations led by the two (2) major political parties – MTFs 2009-2012, 2012-2015, 2015-2018, 2018-2021. These MTFs covered the fiscal years 2009/10 to fiscal year 2020/21.3 Medium Term Socio-Economic Policy Framework (MTF) 2021-2024 is the first MTF in the post COVID-19 era. Based on lessons learned, the contents of MTF 2021-2024 represent improvements in strategic planning, representation of policy imperatives, and results-based management (RBM). Figure A4. Medium Term Socio-Economic Policy Frameworks (MTFs) The MTFs have been developed through consultations with a range of stakeholders, including the public and private sectors, academia, civil society and non-governmental organizations, faith-based organizations, international development partners (IDPs), and Jamaica’s children and youth. There has been evidence of high levels of alignment of planning with the MTF, across the various sectors as well as national ownership and commitment. However, there are gaps in the alignment of the planning of some development actors with the MTF with closing the gap a priority in the medium-term. 3 Each MTF year covers a fiscal year which is in keeping with the national budget cycle. 21 The alignment of planning with the MTF is evident in:  Cabinet approval of each MTF to bring it into force and a directive that accompanies each approved MTF, which instructs ministries, departments, and agencies (MDAs) to align strategic/corporate and operational planning to the MTF.  The alignment of frameworks and country programmes of international development partners (IDPs) with Vision 2030 Jamaica and the MTF.  Efforts to align local sustainable development planning to Vision 2030 Jamaica.  Private sector support for the attainment of Jamaica’s development goals. This has been advanced through partnerships and collaborations with government to formulate and implement development strategies and programmes. There has also been alignment of corporate social responsibility with Vision 2030 Jamaica.  The calls from community groups for greater levels of engagement so that they can contribute to Vision 2030 Jamaica and measure that contribution.  The media and other forums for information sharing where articles on even rudimentary affairs align everyday concerns and aspirations to Vision 2030 Jamaica. Institutional arrangements and mechanisms have been established to coordinate the complex network of actions and development actors involved in the implementation of Vision 2030 Jamaica. These include the transition of the Plan Development Unit (PDU), which led the development of Vision 2030 Jamaica, to the Secretariat responsible for coordination of the implementation of Vision 2030 Jamaica. The PIOJ has been institutionalizing the Plan Development Unit / Vision 2030 Jamaica Secretariat within its organizational structure towards strengthening institutional processes, capacity, and competencies for long-term integrated evidence- and results- based national development planning. Also, the multi- stakeholder Task-Forces that informed the development of Vision 2030 Jamaica transitioned to multi-stakeholder consultative groups, known as Thematic Working Groups (TWGs). Thematic Working Groups support Plan implementation and the monitoring of performance and progress in the implementation of Vision 2030 Jamaica. Since 2009, 14 TWGs have been established and have contributed to the development of successive MTFs and strengthening policy, planning, results-based monitoring and evaluation and reporting. For example, the Sport TWG established in 2019, supported the development of the Draft Results Framework and Monitoring and Evaluation (M&E) System for Sport (2020) – the development of the Framework was led by the Ministry of Culture, Gender, Entertainment and Sport (MCGES) under a Technical Exchange with the Commonwealth Secretariat. The development of the framework formed part of a global pilot and shows alignment with Vision 2030 Jamaica and the Sustainable Development Goals (SDGs). The Population TWG has served as a forum for multi-stakeholder input in developing the Draft Population and Sustainable Development Policy (2021) – a revision of the Population Policy, 1995. The revised policy will support further mainstreaming of population considerations in all development processes. The TWGs also informed the Government of Jamaica (GOJ) National Outcome Document on the Post-2015 Sustainable Development Goals, which established Jamaica’s position in the global negotiations to develop and approve the 2030 Agenda for Sustainable Development and its 17 Sustainable Development Goals (SDGs), in 2015. In the National Outcome Document, Jamaica utilized Vision 2030 Jamaica as the basis for its national position on the SDGs. Vision 2030 Jamaica and the Sustainable Development Goals (SDGs) 22 Through Vision 2030 Jamaica, the country has been able to easily integrate the 2030 Agenda for Sustainable Development – Sustainable Development Goals (SDGs) – in its national development process. “A Road Map for SDG implementation in Jamaica”, developed through support from the United Nations Development Programme (UNDP) and approved by Cabinet in 2017, validated and formalized Jamaica’s implementation of the SDGs through Vision 2030 Jamaica. The Road Map states that the SDGs and Jamaica’s development agenda centred on Vision 2030 Jamaica was 91 per cent aligned in 2016, and that fidelity to the pursuit of Vision 2030 Jamaica will advance the achievement of the global goals. The MTF 2015–2018 showed the alignment between the goals and outcomes of Vision 2030 Jamaica and the SDGs. MTF 2018–2021 further integrated the SDGs by showing the alignment of the national and sector strategies with the SDG targets. For Jamaica’s first Voluntary National Review (VNR) Report (2018), the MTF 2015–2018 created the framework for the report on Jamaica’s performance in implementing the SDGs; and the preliminary results from the process to develop MTF 2018–2021 informed statements on the Way Forward. The VNR was presented at the Meeting of the United Nations (UN) High-Level Political Forum on Sustainable Development (HLPF)

2018. Jamaica’s 1st VNR has been regionally and globally lauded as good practice. It demonstrates the integration of the SDGs in Jamaica’s national development plan framework, monitoring of the SDG Indicators as well as the participatory and partnership-based approaches to national development, which have been hallmarks of Jamaica’s development journey. Considerations for the Way Forward – COVID-19 and Vision 2030 Jamaica Prior to 2020, there had been development gains with opportunities to accelerate areas of development as well as slippages and constraints. Jamaica entrenched macro-economic stability and recorded improvements in indicators for innovation, economic infrastructure, and competitiveness of some key industries; met child literacy targets; recorded globally comparable high life expectancy rates; recorded gains in reducing poverty rates from increases associated with the effects of the global financial crisis of 2008; and recorded improvements in governance with the medium-term target for government effectiveness achieved. Since 2020, the country has been challenged to respond to the novelty, uncertainties and consequent shocks and instability associated with the COVID-19 pandemic. Policy and planning that foster stability and growth, and the mitigate risks and vulnerabilities have been employed. Jamaica is now required to manage COVID-19 and its effects, while strengthening development planning within a global and national context where appetite for development is high and the resources available are constrained and/or suspended within disrupted value chains. The COVID-19 pandemic, possibly more than any other crisis in recent history, has forced Jamaica to assess national capacity for adaptation, resilience, and agility within its national development planning processes. Specifically, Jamaica has been called to assess the feasibility of achieving its 2030 goals under Vision 2030 Jamaica and the 2030 Agenda Sustainable Development Goals (SDGs) within a shifting global environment. Commitment to the national and global goals has been demonstrated through the undisrupted and/or continued implementation of Vision 2030 Jamaica – National Development Plan, to date. The articulation of continued commitment and an adapted pathway in response to the COVID-19 pandemic and its projected effects has been demanded by stakeholders and a process of response has been forthcoming from government. The strategic path advanced under Vision 23 2030 Jamaica to navigate the pandemic and emerge with structural and systemic transformations are presented in MTF 2021-2024 Prior to COVID-19, the PIOJ had commenced planning for a Strategic Review of Vision 2030 Jamaica, which included an assessment of the feasibility of achieving the planned 2030 development targets. With the onset of the COVID-19 pandemic, the objectives of the Strategic Review of Vision 2030 Jamaica were updated to incorporate assessment of present and projected effects of COVID-19. The Strategic Review, which is underway, is intended to inform the strengthening of Plan Implementation toward optimizing development results while laying the foundation for the path beyond 2030. Whilst there are uncertainties in charting the way forward, COVID-19 has neither forced nor required Jamaica to abandon its 2030 goals under Vision 2030 Jamaica. Previous crises or gaps in performance have not warranted an abandonment of the national vision to make “Jamaica, the place of choice to live, work, raise families and do business”. The relevance of the national goals and outcomes has arguably been elevated and reinforced. The Jamaican people still aspire to a developed Jamaica where all are empowered to achieve their fullest potential, within a healthy natural environment and where security, justice and economic prosperity are equitably accessible to all in a framework of effective governance and social cohesion. Jamaicans require a national development framework that focuses on the future and how to get there in the midst of an ever-changing global and national environment. Vision 2030 Jamaica provides this framework. Jamaica continues to prioritize, among other areas:  The strengthening of the health system – primary health care and secondary and tertiary care; health promotion and infrastructure; health systems governance; sustainable development financing; environmental health; access to essential medicines; and disease surveillance, mitigation and risk reduction and the responsiveness of the health system to manage communicable diseases such as COVID-19 and non-communicable diseases (NCDs). NCDs serve as co-morbidities and increase vulnerability to severe and prolonged ailment and death from COVID-19 infection.  Achieving equity and inclusion in access to a standards and outcome driven world- class education and training system – improving the quality and access to certification; improving infrastructure, financing, and competencies for the delivery of quality education; strengthening the integration of education and training in creating an agile work force that easily transitions from school to work and are equipped to meet current and emerging labour market needs.  Effective social protection for all against poverty and other forms of vulnerability throughout the life course as evidenced in COVID-19 where income and social insecurity can befall even those traditionally not considered vulnerable.  Core and transformational values and institutions – including strong families; and cultural heritage, communities, and cultural and creative industries, which form the core of the Jamaican identity and cultural capital.  Safety and security within homes, communities, across the country, at the borders and in territorial waters as well as cyber space. There have been changes in the duration and nature of social interactions within homes and communities due to COVID-19. This has presented increased opportunities for building social capital and consensus around the rule of law juxtaposed against increased opportunities for domestic and other violence and abuse as well as transnational crime. 24  Rights-based approaches to sustainable development towards cohesion, multi- dimensional justice, and democratic governance. This includes advancing gender equality and equity; an equitable, effective, and restorative justice system; and strengthening and coordinating national official data, statistical and information systems; government effectiveness and participatory local governance. These play a critical role in ensuring that national and local level COVID-19 responses are country relevant and effectively meet the needs of various groups and demographics while serving to advance sustainable development and a more equitable and inclusive society.  Economic prosperity and inclusion, including maintaining hard earned macro- economic stability; developing an enabling business environment towards maximizing investment, job creation, and productive capacity; building and maintaining economic infrastructure; making the society technology-enabled; improving energy efficiency and security, and reducing unsustainable energy use and energy dependency; developing internationally competitive industry structures; and advancing sustainable consumption and production through development of the circular economy as well as green, blue, purple, and orange economies.  Sustainable management and use of environmental and natural resources; hazard risk reduction and climate change adaptation; and sustainable urban and rural development, including spatial planning. This includes integrating climate proofing in policy and planning; waste management and reducing pollution; natural resources conservation and replenishment; and local sustainable development planning. While there is continued prioritization of advancing the national goals and outcomes through agreed national development strategies, this has not meant business as usual. Prior to COVID- 19, evidence-based processes demonstrated gaps in the implementation of Vision 2030 Jamaica and the achievement of key milestones on the path to achieving planned outcomes. COVID-19 has served to bring these into sharper focus along with the losses and damages that have resulted from the pandemic. Accordingly, strategic actions in the medium to long term to realize national goals and maintain that path require review and revision. Jamaica can achieve its vision for development. While Vision 2030 Jamaica represents several “firsts” in the country’s history of national development planning, Jamaica’s tradition and capacity for excelling beyond vulnerabilities and size are globally recognized. There have been setbacks and shifting timelines owing to the COVID-19 pandemic and other challenges since plan implementation commenced in 2009. The variable probabilities of how societal and global systems progress also serve as indicators of challenges that will inevitably arise. However, the opportunities and capacity to realise the national vision to make “Jamaica, the place of choice to live, work, raise families and do business” remains. 25 STRATEGIC NATIONAL PRIORITIES UNDER MTF 2021-2024 Figure A3 below shows the main strategic priorities or thematic areas of priority in MTF 2021- 2024 that are aligned to the four (4) Goals and 15 National Outcomes. Figure A5. Strategic Priorities - MTF 2021-2024 26 Table A1.1 and A1.2 (below) shows the translation of the Government of Jamaica’s (GoJ’s) medium-term priorities in the Vision 2030 Jamaica national development results, strategies and programmes presented in MTF 2021-2024. The Alignment of Jamaica’s medium-term development agenda with the Sustainable Development Goals (SDGs) is also presented in Table A1.2. Table A1.1: Alignment of National Goals and MTF 2021-2024 with Government/Cabinet Priorities National Goals MTF 2021 – 2024 Government/Cabinet Priorities Priority Areas National Goal # 1:  Human Capital Development  Human Capital Development Jamaicans Are Empowered  Social Protection and Social  Healthcare and Wellness To Achieve Their Fullest Inclusion  Social Protection Potential  Transformational Culture National Goal # 2:  Rule of Law and Timely Justice  Rule of Law and Timely  Governance and Public Sector Justice Outcomes The Jamaican Society Is Effectiveness Secure, Cohesive and Just National Goal # 3:  Economic Stability and  Inclusive Sustainable Jamaica’s Economy Is Growth Economic Growth and Job Prosperous  Employment and Creation International  Macroeconomic Stability and Competitiveness Fiscal Sustainability National Goal # 4:  Environmental Sustainability and Climate Change Jamaica Has a Healthy Response Natural Environment  Rural Development and Urban Renewal 27 Table A1.2 Government’s Priorities translated in Vision 2030 Jamaica and MTF 2021 – 2024, and aligned SDGs Resilience, Recovery and Growth towards Sustainable and Inclusive Development Government’s Government’s Priorities translated in Vision 2030 Jamaica and MTF 2021-2024, and aligned SDGs Medium Term National Goals National Outcomes MTF 2021-2024 Alignment to 5 P’s4 and Development Strategic SDGs Priorities Development Priorities – Themes Healthcare Goal 1 - National Outcome 1 – Healthcare and People (main principle) and Wellness Jamaicans are A Healthy and Stable Wellness empowered to Population Goal 1. End poverty in all its Human Capital achieve their National Outcome 2 – Human Capital forms everywhere Development fullest potential World-Class Education Development Goal 2. End hunger, achieve and Training food security and improved Social National Outcome 3 – Social Protection and nutrition and promote Protection Effective Social Social Inclusion sustainable agriculture Protection Goal 3. Ensure healthy lives Human Capital National Outcome 4 - Transformational and promote well-being for Development Authentic and Culture all at all ages Transformational Goal 4. Ensure inclusive and Culture equitable quality education and promote lifelong learning opportunities for all Goal 5. Achieve gender equality and empower all women and girls Goal 8. Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all Goal 10. Reduce inequality within and among countries Goal 11. Make cities and human settlements inclusive, safe, resilient and sustainable Goal 16. Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels **With Agenda 2030, culture is viewed as a cross cutting related 4 The 5 P’s are People, Peace, Partnerships, Prosperity, and Planet. 28 Resilience, Recovery and Growth towards Sustainable and Inclusive Development Government’s Government’s Priorities translated in Vision 2030 Jamaica and MTF 2021-2024, and aligned SDGs Medium Term National Goals National Outcomes MTF 2021-2024 Alignment to 5 P’s4 and Development Strategic SDGs Priorities Development Priorities – Themes to education, sustainable cities, food security, the environment, economic growth, sustainable consumption and production patterns, peaceful and inclusive societies Rule of Law Goal 2 – The National Outcome 5 – Rule of Law and Peace and Partnerships and Timely Jamaican society Security and Safety Timely Justice (main principles) Justice is secure, National Outcome 6 – Governance and Outcomes cohesive and just Effective Social public sector Goal 3. Ensure healthy lives Protection effectiveness and promote well-being for all at all ages Goal 5. Achieve gender equality and empower all women and girls Goal 10. Reduce inequality within and among countries Goal 11. Make cities and human settlements inclusive, safe, resilient and sustainable Goal 16. Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels Goal 17. Strengthen the means of implementation and revitalize the global partnership Macro- Goal 3 – National Outcome 7 – Economic Stability, & Prosperity (main principle) Economic Jamaica’s A Stable Growth Stability and economy is Macroeconomy Goal 2. End hunger, achieve Fiscal prosperous food security and improved Sustainability nutrition and promote Inclusive National Outcome 8 – Employment and sustainable agriculture Sustainable A Enabling Business International Goal 3. Ensure healthy lives Economic Environment Competitiveness and promote well-being for Growth and National Outcome 9 – all at all ages Job Creation Strong Economic Infrastructure 29 Resilience, Recovery and Growth towards Sustainable and Inclusive Development Government’s Government’s Priorities translated in Vision 2030 Jamaica and MTF 2021-2024, and aligned SDGs Medium Term National Goals National Outcomes MTF 2021-2024 Alignment to 5 P’s4 and Development Strategic SDGs Priorities Development Priorities – Themes National Outcome 10 – Goal 6. Ensure availability Energy Security and and sustainable management Efficiency of water and sanitation for all National Outcome 11 – Goal 7. Ensure access to A Technology-Enabled affordable, reliable, Society sustainable and modern National Outcome 12 energy for all – Internationally Goal 8. Promote sustained, Competitive Industry inclusive and sustainable Structures – economic growth, full and Agriculture, productive employment and Construction, Culture decent work for all and Creative Goal 9. Build resilient Industries, infrastructure, promote Information inclusive and sustainable Communications industrialization and foster Technology (ICT), innovation Mining and Quarrying, Goal 10. Reduce inequality Manufacture, within and among countries Services, Sport, Goal 11. Make cities and Tourism human settlements inclusive, safe, resilient and sustainable Goal 12. Ensure sustainable consumption and production patterns Goal 13. Take urgent action to combat climate change and its impacts Goal 17. Strengthen the means of implementation and revitalize the global partnership Goal 4 – Jamaica National Outcome 13 – Environmental Planet (main principle) has a healthy Sustainable Sustainability and natural Management and Use Climate Change Goal 1. End poverty in all its environment of Environmental and Response forms everywhere Natural Resources Rural Development Goal 6. Ensure availability National Outcome 14 – and Urban Renewal and sustainable management Hazard Risk Reduction of water and sanitation for all and Adaptation to Goal 7. Ensure access to Climate Change affordable, reliable, 30 Resilience, Recovery and Growth towards Sustainable and Inclusive Development Government’s Government’s Priorities translated in Vision 2030 Jamaica and MTF 2021-2024, and aligned SDGs Medium Term National Goals National Outcomes MTF 2021-2024 Alignment to 5 P’s4 and Development Strategic SDGs Priorities Development Priorities – Themes National Outcome 15 – sustainable and modern Sustainable Urban and energy for all Rural Development Goal 11. Make cities and human settlements inclusive, safe, resilient and sustainable Goal 12. Ensure sustainable consumption and production patterns Goal 13. Take urgent action to combat climate change and its impacts Goal 14. Conserve and sustainably use the oceans, seas and marine resources for sustainable development Goal 15. Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss 31 OVERARCHING STRATEGY AND RESULTS MATRIX Vision 2030 Jamaica – National Development Plan (NDP), 2009-2030 “Jamaica, the place of choice to live, work, raise families and do business” “Vision 2030 Jamaica…advancing the achievement of the Sustainable Development Goals (SDGs)…leaving no one behind” Table A2. Overarching Strategy and Results Matrix Strategic Objective: To advance Jamaica’s inclusive and sustainable social, economic, and environmental development SDG Alignment: All 17 SDGs and relevant Targets towards the achievement of developed country status aligned5 Development Programmes & Objective (s) Limited to April 2021-March 2024 Schedule/Duration Development Results Performance Responsible Costs Assumptions Risks/Limitation Measurement Entity/ies (‘000 s Name of National Schedule Output Outcome (s) Indicator Target ) Development /Duration (s) (s) (s) Plan Start End Intermediate Long-term / 2024 Date Date Impact

1. Vision 2030 200 203 Advance the Improve Medium term Jamaica’s Proportio 90% of Coordinated a. Strategic a. Strategic Jamaica – 9 0 achievement d access targets for national n of national by Planning policy-based policy- based National of Jamaica’s to and Jamaica’s developmen national outcome Institute of programmin programming Development National quality national t goals and outcomes s Jamaica g is aligned may not be Plan (NDP) Goals and of public development outcomes achieved achieved (PIOJ); all to the MTF aligned to the (*integrate the SDGs and outcomes (and aligned (Targets partners in and relevant MTF and/or Sustainable through use private (and aligned SDGs) for set for developmen in advancing relevant to Development of strategic goods SDGs) for 2030 2024) t are the advance the Goals (SDGs) in policy-driven 2030 responsible achievemen achievement 5 All Targets shown to be aligned to the strategies to advance the achievement of the 15 National Outcomes 32 Strategic Objective: To advance Jamaica’s inclusive and sustainable social, economic, and environmental development SDG Alignment: All 17 SDGs and relevant Targets towards the achievement of developed country status aligned5 Development Programmes & Objective (s) Limited to April 2021-March 2024 Schedule/Duration Development Results Performance Responsible Costs Assumptions Risks/Limitation Measurement Entity/ies (‘000 s Name of National Schedule Output Outcome (s) Indicator Target ) Development /Duration (s) (s) (s) Plan Start End Intermediate Long-term / 2024 Date Date Impact Plan planning, and for t of national of national implementation and services /Sustainable advancing goals and goals and ) participatory and inclusive the outcomes, outcomes, , evidence- improvement achievemen and the and the SDGs and s in living t of Vision SDGs performance standards 2030 b. Adequate b. Adequate -based and quality of Jamaica and resources resources may mechanisms life the SDGs, will be not be including invested and available the citizenry capacity and/or building invested, and advanced to there may be implement insufficient the MTF capacity building to implement the MTF c. Sectoral c. Sectoral assumptions assumptions on on developmen development t context context and and planned planned risk risk responses responses may be inappropriate. 33 Strategic Objective: To advance Jamaica’s inclusive and sustainable social, economic, and environmental development SDG Alignment: All 17 SDGs and relevant Targets towards the achievement of developed country status aligned5 Development Programmes & Objective (s) Limited to April 2021-March 2024 Schedule/Duration Development Results Performance Responsible Costs Assumptions Risks/Limitation Measurement Entity/ies (‘000 s Name of National Schedule Output Outcome (s) Indicator Target ) Development /Duration (s) (s) (s) Plan Start End Intermediate Long-term / 2024 Date Date Impact are appropriate. 34 Snapshot of Main Development Programme Areas in the Medium Term – MTF 2021-2024 under the 15 National Outcomes A snapshot of the main development programme areas and actions to be pursued over the medium term 2021-2024, under each of the national goals and national outcomes, are presented in the figure and table below. Figure A6. MTF 2021-2024: Main Investment Projects (Select) 33 Table A3 – Main programme areas and actions to advance the National Goals and Outcomes – 2021-2024 (Select) National Goals National Main Programmes and Actions 2021-2024 (select) Outcomes #1 – A Healthy ● Develop and implement National Population Policy and Stable ● Produce Scheduled/planned/periodic demographic data and official statistics Population ● Improve Civil Registration and Vital Statistics ● Establish a Sexual and Reproductive Health Policy Framework, including quality reproductive health data and statistics ● Develop and implement Migration Policy and Programme ● Strengthen the framework and systems of the Child Care and Protection Act (CCPA) for child development and wellbeing Goal 1: Jamaicans ● Implement National Plan of Action for an Integrated Response to Children and are Empowered to Violence (NPACV) Achieve their Fullest ● Promote youth engagement in policy development and advocacy on youth Potential development issues ● Pandemic management and recovery in the public health system ● Strengthen primary health care and the systems and capacities of the care pathway from primary to tertiary ● Strengthen disease surveillance and risk mitigation ● Strengthen health systems governance and health information systems ● Develop health infrastructure ● Promote health human resource (HRH) development ● Improve access to essential medicines ● Support healthy aging and strengthen national capacity to reduce morbidity and pre-mature mortality associated with communicable and non-communicable diseases #2 – World- ● Establish Regulatory and Standards-Dirven Framework for the delivery of early Class Education childhood education and care services (including certification of ECIs) and Training ● Increase inclusive access to publicly funded early childhood institutions ● Increase Multiple Learning Pathways to equip secondary graduates to transition to higher education and/or work ● Provide university and college credit programmes in high schools ● Fully implement the National Standards Curriculum (NSC) and implement the new National Assessment Programme (NAP) ● Provide multiple pathways at the primary and secondary levels of education to meet the different learning needs of students ● Fully integrate STEAM and TVET across all programmes at the secondary level ● Improve access to quality education for Persons with Disabilities ● Facilitate Flexible Learning Pathways at the tertiary level ● Strengthen regulatory framework for delivery of world class training and certification ● Implement National Human Capital Development Strategy (NHCDS) ● Strengthen labour market data and information systems # 3 – Effective ● Strengthen the Social Protection System Social ● Implement the National Policy on Poverty and National Poverty Reduction Protection Programme and coordinate planning and delivery of programming ● Facilitate equitable access to public goods, services and infrastructure such as water, sanitation and solid waste disposal, electricity, schools, healthcare and other public facilities and services for rural communities ● Support exit strategies for families on welfare ● Strengthen social assistance delivery to vulnerable population groups ● Deliver social housing and land ownership ● Establish a viable and sustainable framework for social insurance and occupational pension coverage and delivery (public and private pension) ● Support the vulnerable to engage in sustainable livelihoods ● Mainstream and operationalize the Disabilities Act (2014) 34 National Goals National Main Programmes and Actions 2021-2024 (select) Outcomes #4 – Authentic ● Develop and implement frameworks and programmes towards consensus on and and institutionalizing core and transformational values Transformation ● Further develop and integrate , culture, cultural and creative and sport al Culture industries in national development ● Preserve the country’s cultural heritage ● Develop and implement effective parenting intervention programmes #5 – Security ● Reform and modernize the law enforcement system through strengthening and Safety governance, institutional and technological capacity of the law enforcement system/institutions ● Undertake investments and capacity building of the security forces ● Implement community safety strategies ● Enhance the capacity of communities to participate in creating a safe and secure society to include among other areas, strengthening programmatic focus Goal 2: on youth-based crime and violence The Jamaican ● Strengthen capacities in intelligence gathering, including forensics Society is Secure, ● Strengthen measures to eliminate human trafficking and provide support to Cohesive and Just victims ● Establish National Cyber Security Strategy and Programming Framework ● Introduce Electronic Jail Management System #6 – Effective ● Improve and expand access to justice services in courts, justice centres and Governance mobile justice units ● Implement the Restorative Justice Policy and strengthen mechanisms for alternative dispute resolution ● Strengthen state capacity for the drafting of legislation and strengthen and modernize the Office of the Parliamentary Council ● Develop the framework for the establishment of a coordinated National Statistical System (NSS) ● Modernize national data/statistical processes to include digitization among others ● Establish the National Identification System (NIDS) ● Implement the Enterprise Risk Management Policy for Government ● Continue to reform the justice system - Legal and Constitutional Reform ● Establish/Operationalize Employee Management Policy (EMP) Framework in GOJ ● Establish regulatory, institutional, and operational framework for Integrated Results-Based Management (IRBM) in GOJ/ Establish Integrated Results Based Management Policy Framework in GOJ ● Strengthen the Implementation of Vison 2030 Jamaica – National Development Plan (NDP) ● Continue the implementation of the Sustainable Development Goals (SDGs) through Vision 2030 Jamaica ● Continue the Implementation of the National Policy for Gender Equality ● Implement Men and Masculinity Programme ● Support adolescent parents #7 – A Stable  Maintain and bolster macro-economic stability – implement debt management Macroeconomy strategy, fiscal policy, and monetary policy, and modernization of the tax system  Continue the roll-out of Medium Term Results Based Budgeting (MTRBB)  Restructure Public Sector compensation to establish greater transparency and internal equity and improve competitiveness.  Advance Public Sector Pension Reform  Reduce budgetary cost of public bodies and public sector entities  Advance Disaster Risk Financing  Strengthen regulatory and institutional framework for tax compliance and progressive taxation 35 National Goals National Main Programmes and Actions 2021-2024 (select) Outcomes  Continue the Modernization of Customs Some specific actions include:  Establish an Independent Fiscal Commission Goal 3: Jamaica has  Create Policy Framework for Disaster Risk Financing 6 / Strengthen Policy a Prosperous Economy framework for Disaster Risk Financing  Continue the roll-out of the Medium Term Results Based Budgeting system for the public sector  Divest key public sector entities #8 – An  Strengthen the policy, regulatory and institutional framework for business Enabling development Business  Strengthen economic diplomacy Environment  Implement policies and plans on renewable and alternative energy, and energy efficiency and conservation  Develop and maintain mechanisms to promote and facilitate increased Diaspora contribution to national development  Improve processes related to land ownership, titling and transfer  Strengthen the legal and regulatory framework for e-commerce and protection of intellectual property (IP) rights and inclusive access to copyrighted material  Strengthen mechanisms to protect consumer rights  Develop the framework for growth and innovation in emerging industries including: Cannabis and Bamboo  Increase access to capital  Strengthen business productivity and innovation  Establish Jamaica as an International Financial Centre  Strengthen investment promotion and trade facilitation  Strengthen and improve access to electronic platforms and other media for dissemination of labour market information  Improve labour productivity  Develop micro, small and medium-sized enterprises (MSMEs)— including data and information systems for MSMEs and informal sector, Credit/Financing facilities Some specific actions include:  Continue to implement the revised MSME and Entrepreneurship Policy  Develop a National Investment Policy to guide government in its interactions with investors  Develop and implement initiatives to Increase research and knowledge in high impact areas that affect national productivity and development #9 – Strong ● Improve and modernize rail services to facilitate the movement of cargo and Economic passengers and the development of rail-based tourism attraction tours Infrastructure ● Rationalize land transport infrastructure and services to support more coordinated and efficient management of the land transport sector ● Advance the Special Economic Zones & SEZ Regime (SEZA) to attract new and diverse investments ● Implement the Water Sector Policy ● Finalize and promulgate the National Wastewater Management Policy 6 To improve understanding of fiscal risks of natural disasters and recommend appropriate public financial management for natural disaster risk including the implementation of various financing strategies. 36 National Goals National Main Programmes and Actions 2021-2024 (select) Outcomes ● Undertake a comprehensive rural water supply upgrading and repairs programme #10 – Energy ● Develop the Integrated Resource Plan for Energy to guide current and future Security and electricity demand projections Efficiency ● Promulgate regulations under the Electricity Act, Net Billing and Wheeling Regulations ● Promulgate the Renewable and Alternative Energy Policy ● Promulgate the Energy Efficiency and Conservation Policy ● Advance the establishment of the ESCO Sector ● Promulgate the Carbon Credits Policy ● Construct Phase IV of the Wigton Wind Farm – largest wind farm in the Caribbean ● Retrofit public buildings to make them more energy efficient ● Conduct feasibility assessment of waste-to-energy options #11 – A ● Implement the Science, Technology and Innovation policy Technology- ● Conduct a Technology Readiness Assessment for Jamaica’s first science and Enabled Society technology research park ● Support MSME’s though the innovation lab and science resource centre in capacity building, product development and accrediting of analytical services #12 – ● Develop the National Quality Policy and the National Quality Infrastructure Internationally ● Complete amendments to the Fair Competition Act Competitive ● Advance accreditation of laboratories and assist exporters in meeting Industry requirements of the USFSMA, HACCP and ISO standards Structures - Agricultur ● Develop and implement a ten-year agricultural sector plan which considers e vulnerable groups in the sector such as youth, women, and person with disabilities ● Complete the National Youth in Agriculture Policy, towards maximizing the opportunities for youth in the agriculture sector ● Develop and implement strategies to reduce Praedial Larceny ● Develop and promulgate the National Fisheries and Aquaculture Policy ● Establish additional agro-parks and specialized agricultural zones ● Climate smart fisheries management ● Establish additional fish sanctuaries to increase fish populations ● Amend and promulgate the Food and Drug Act to categorize and regulate Natural Health Products including Nutraceuticals and independent categories to Food and Drugs ● Accelerate the uptake of climate-smart agriculture among farmers - Manufact ● Promote the uptake of ISO 14000 and ISO 22000 standards to ensure uring manufactures benefit from increased compliance with environmental and production standards in building a more prosperous economy ● Strengthen the linkages among the tourism, agriculture and manufacturing industries through the Tourism Linkages Hub ● Develop a design-led industrial strategic policy framework - Mining ● Finalize the National Minerals Policy to improve the competitiveness of the and minerals sector and to increase the involvement of the private sector in Quarrying minerals development ● Promote the Industrial, Metallic and Rare Earth Minerals sub-sector to enhance mining sector diversification ● Promote energy efficiency in the mining and quarrying industry - Constructi - Develop policy and regulatory environment and human capital for construction on sector o Revise the Construction Industry Policy 37 National Goals National Main Programmes and Actions 2021-2024 (select) Outcomes - Cultural ● Develop policy/regulatory framework for the Cultural and Creative Industries and ● Develop and implement Business Plan for the Cultural and Creative Industries Creative ● Establish Entertainment Policy and Strategy Industries ● Promote Business Development and Trade Facilitation for Cultural and Creative Industries (CCIs) o Develop and Implement programme to promote community tourism ● Market, promote and distribute Jamaica’s cultural and creative products and services ● Develop statistical and monitoring and evaluation (M&E) systems for Jamaica’s cultural and creative industries (CCIs) - Sport ● Establish policy and regulatory framework for sport ● Promote regulatory compliance with international standards/certification for anti-doping in sport ● Promote domestic and international trade in sport o Establish Sport Diplomacy Programme ● Develop and implement systems and mechanisms for promoting the health and welfare of sportsmen and sportswomen ● Develop data, statistical and information systems for the Sport Industry o Develop and implement National Results Framework & Monitoring and Evaluation (M&E) System for Sport - Informatio ● Revise and implement the ICT Policy n and ● Increase access to public WIFI in areas such as public transportation systems Communi and in national parks cation ● Promulgate the Data Protection Bill Technolog ● Roll out Phases II and III of the GOJ Portal y (ICT) ● ICT Infrastructure Development: Security of ICT Systems o Implement an early warning system to assist in protecting Jamaica’s cyber infrastructure o Establish the Caribbean’s first Cyber Academy - Services ● Implement the National Financial Inclusion Strategy to increase the access, (Financial, knowledge and usage of financial services to the underserved population Business ● Complete the enactment of requisite pieces of legislation to establish Jamaica and as a centre for international financial services Distributio n) - Tourism ● Prepare updated Tourism Strategy and Master Plan to guide development of the tourism sector - tourism markets, investments, products and partnerships ● Implement community tourism programme ● Develop multi-destination tourism concept ● Increase marketing programmes to specific countries in South America and Continental and Eastern Europe and Emerging Markets ● Enhance the promotion of heritage-based tourism through the continued focus on the development and preservation of the country's major heritage assets: priority areas include Port Royal, Seville, Spanish Town and Falmouth ● Develop the craft policy and establish the Craft Authority ● Establish Artisan Villages and gastronomic experiences as part of Heritage Tourism initiatives ● Establish pension scheme for tourism workers ● Develop the framework for housing solutions for tourism workers in resort towns #13 – ● Develop and implement a Green Investment Policy Sustainable ● Increase the coverage of protected areas in relation to Jamaica´s territory, Management including ecologically sensitive areas and Use of ● Promulgate a range of environmental policies including: Watersheds Policy; Environmental National Land Policy; Water Sector Policy and Action Plan; and the Beach Access and Management Policy 38 National Goals National Main Programmes and Actions 2021-2024 (select) Outcomes ● Revise the National Plan of Action on Land Based Sources of Pollution ● Revise the National Waste Management Policy to reflect emerging issues such Goal 4: as hazardous waste, e-waste, medical waste, white waste, agricultural waste, Jamaica has a sewage waste; and conduct waste characterization and generation studies Healthy Natural ● Prepare a sustainable consumption and production strategy (waste/plastics Environment minimization/cleaner technologies) #14 – Hazard ● Develop a Comprehensive National Policy/Strategy/Regulatory Framework on Risk Reduction Disaster Risk Management and Adaptation ● Develop a climate change strategy for the tourism sector to Climate ● Develop and implement the National Adaptation Plan (NAP) Change ● Implement Green Climate Fund (GCF) Readiness Programmes ● Develop and implement the Climate Change Policy Framework ● Develop the Public Financial Management Policy for Natural Disaster Risk ● Create and manage a Database/ National Risk Information Platform (NRIP) ● Develop and implement Long-Term Strategies (LTS) for low carbon and climate resilient development #15 – ● Establish National Spatial Data infrastructure (NSDI) Sustainable ● Develop/Update and operationalize the Town and Country Planning Act (TCPA) Urban and ● Implement the Electronic Land Registration System (2021-2027)7 Rural ● Create the New Kingston Smart City Thoroughfare Development ● Maintain relevant legislative/regulatory framework for the housing sector ● Develop and implement Local Sustainable Development Plans (LSDPs) for Municipalities, ensuring that updates are scheduled and all are no older than 5 years ● Conduct and report on squatter census to address housing needs ● Develop the rural road infrastructure/network 7 To expand legal land tenure through the provision of an electronic land titling system and the regularization of informal land holdings/settlements 39 SECTION B Medium Term Socio-Economic Policy Framework National Outcomes 1-15 40 National Outcome #1 “A Healthy and Stable Population” Medium Term Strategic Policy Framework – “Population and Development” and “Health” Overview National Outcome One (1) of Vision 2030 Jamaica – National Development Plan (NDP) “A Healthy and Stable Population” centres on the achievement of a population and health profile of Jamaica that is aligned with the country’s carrying capacity and development agenda. The “population and development” component of the outcome is integrated with the “health” component. There is recognition that both components, and population in particular, are interwoven and connecting threads across all areas of development. Since 2009, the building and institutionalizing of health and population development systems have been prioritized. The importance of these processes has been further elevated within the post-COVID-19 context. Specific areas of policy and strategic focus have included strengthening access to primary health care, change management and health promotion as well as capacity building of the citizenry towards “owning” their health outcomes through self-directed preventative and health seeking behaviours and attitudes, and improving retention in care. Strengthening the linkages and integration of public and private institutional arrangements has been critical in disease surveillance, providing inclusive and timely access to testing and treatment, and compiling lessons learned towards improving treatment and health outcomes. A deconstruction of the tenets of the outcome centred around “population and development” include focus on achieving population size, composition, growth rate, distribution and survivability/life expectancy that can be sustainably carried within families, communities, the built and natural environment; and whose basic needs can be effectively catered to by public goods and services, including infrastructure. The outcome also encompasses mainstreaming population in public policies and strategies towards leveraging the full potential of the Jamaican people in driving development and growth. This includes improving the quality of population data to support sustainable and inclusive national development planning that encapsulates data disaggregation by locale, sex, age, and other variables. Population data is also critical to adaptation and agility in public policy responses to crisis as demonstrated in the governance processes in response to COVID-19. The population dynamics (fertility, mortality, migration) and structure of the population are also addressed in policy and planning. Children and youth are given targeted focus as key population groups, within the strategic planning framework. Also, the proportionally large working age population is considered within the context of leveraging the demographic dividend it offers towards realizing a bonus. There is also consideration for social protection and ensuring social and income security throughout the life course, which is mainly addressed under National Outcome 3 “Effective Social Protection”. 41 The health component gives focus to strengthening the governance, institutional, and physical and human infrastructure of health. This focus is intended to support decision making and lifestyles, and equitable access to quality health services and care that support good health outcomes throughout the life course. The targeted “good health outcomes” will be reflected in higher rates of survivability, longevity, and healthy ageing. The national strategy framework for development under Vision 2030 Jamaica has prioritized surveillance and mitigating disease prevalence, morbidity, and mortality; health promotion; resourcing and capacity building such as advancing sustainable health financing and effectively allocating public funds available to the sector; and infrastructural and human capital development, among other areas. The Medium Term Socio-Economic Policy Framework (MTF) 2021-2024 will advance the achievement of “A Healthy and Stable Population” through the continued mainstreaming of population and health priorities. The unsatisfactory prevalence of chronic non-communicable diseases (NCDs) as well as threats from endemic and emerging communicable diseases that have had serious implications for quality of life and premature mortality are not only causes for concern but signal the urgency of policy integration and mainstreaming. MTF 2021-2024 builds on previous MTFs and is also supported by the outputs of efforts to update Jamaica’s Population Policy. The national strategy framework benefits from innovations employed by the health sector and gives more targeted focus to advancing an integrated policy response to critical challenges to achieving planned development results. These challenges include a proportionally large working age population within a context of a fairly long life expectancy amid gaps in healthy ageing and sexual and reproductive health associated with a mix of social, economic and environmental determinants. Consideration is given to relevant policy responses to communicable and non-communicable diseases and co-morbidities. There is also focus on strengthening the capacity and responsiveness of the public health system in addressing the impact of the COVID-19 pandemic. Strengthening the resilience and agility of the health sector is also prioritized within a dynamic public health context and continuous threats from emerging diseases, resurgence of endemic diseases and strains on the health system owing to changing demands and resource gaps. Whilst separate development strategy frameworks are presented for the “population and development sector” and the “health sector”, the interconnectedness of the two sectors is clearly demonstrated in the expected national development results, and cross-cutting sectoral strategies and programming. 42 STORY BOARD Policy/Regulatory Framework, Quasi- Results and Strategy Mapping, and Assumptions/Drivers and Risks/Limitations & Alignment of Vision 2030 Jamaica/MTF and the SDGs Figure A7 43 Medium Term Results and Policy-Driven Strategies and Development Programmes Table 1A below presents medium-term targets for “A Healthy and Stable Population” and selected data. The medium-term performance is based on the extent to which the expected policy-driven results from strategic programming and implementation are achieved (see next table). Partners in development contribute to the achievement of the medium-term targets by aligning their planning to the strategies and programmes. Table 1A: Indicators – National Outcome #1 “A Healthy and Stable Population” National Outcome # 1 – A Healthy and Stable Population National Outcome Indicators Baseline Actual Targets 2007 2012 2015 2018 2019 2020 2021 2012 2015 2018 2021 2022 2023 2024 2030 Human Development Index (HDI) 0.7188 0.713 0.713 0.716 0.719 0.713 0.709 0.745 ≥0.75 ≥0.75 ≥0.75 ≥0.75 ≥0.75 ≥0.75 ≥0.800 Life Expectancy (LE) at Birth – Total (years) 74.13 74.15 74.15 74.37 74.48 74.2 74.2 72.8 74.2 74.3 75.8 75.8 75.8 75.8 76.4 Life Expectancy (LE) at Birth – Male (years) 71.26 70.4 70.4 70.56 69.8 70.4 70.6 71.3 71.3 71.3 71.3 73.4 Life Expectancy (LE) at Birth – Female (years) 77.07 78.02 78.02 78.18 77.07 78.02 78.2 78.5 78.5 78.5 78.5 79.4 Population Growth Rate (%) 0.3 0.3 0.2 0 0 0 0 0.45 0.35 0.2 0 0 0 0 0 Adolescent (10 – 19 y.o.) fertility rate (births per 1000)9 79 72 72 72 72 72 72 72 65 60.95 - - 8 9 Data from 2012 based on 2008 Reproductive Health Survey (RHS) 44 National Outcome # 1 – A Healthy and Stable Population National Outcome Indicators Baseline Actual Targets 2007 2012 2015 2018 2019 2020 2021 2012 2015 2018 2021 2022 2023 2024 2030 % staff/population ratio 1.9 1.8 - - - 2.5 2.5 2.5 2.5 2.5 2.5 Physicians, nurses and mid-wives per 1000 population (2013) Maternal mortality ratio 94.8 80.9 87.1 87.1 87.1 87.1 - ≤ 90 ≤ 90 ≤ 90 ≤ 90 ≤ 90 ≤ 90 70 Child (<5 yrs) mortality rate 25.4 20.010 - 24 22 22 22 22 22 - Unconditional probability of dying between ages of 30 and 70 17.0 17.2 20.1 - 15.7 15/7 15.7 15.6 11.4 from cardiovascular diseases, cancer, diabetes or chronic respiratory diseases 10 2014 data 45 Figure 1A 46 47 The planned strategies and development programming for “A Healthy and Stable Population” are aligned with SDGs 2, 3, 4, 5, 8, 9 10, 16 and 17. Figure 1B – Alignment of National Outcome 1 “A Healthy and Stable Population” and the SDGs SDG 2: End hunger, achieve food SDG 3: Ensure healthy lives security and improved nutrition and promote well-being for and promote sustainable all at all ages agriculture SDG 4: Ensure inclusive and SDG 5: Achieve gender equitable quality education and equality and empower all promote lifelong learning women and girls opportunities for all SDG 8: Promote sustained, SDG 9: Build resilient inclusive and sustainable infrastructure, promote economic growth, full and inclusive and sustainable productive employment and industrialization and foster decent work for all innovation SDG 10: Reduce inequality SDG 16: Promote peaceful and within and among countries inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels SDG 17: Strengthen the means of implementation and revitalize the Global Partnership for Sustainable Development 48 Table 1B shows the national and sector strategies and aligned programming that will be implemented by government and other partners in development over the period FY 2021/22 – FY 2023/24 to advance “A Healthy and Stable Population” and aligned SDGs. Stakeholders are encouraged to align your planning to what is presented in the table. Table 1B: National Strategies and Medium-Term Policy-Driven Sector Strategies, Programmes and Results – “A Healthy and Stable Population” National Strategy 1-1: Maintain a Stable Population National Strategy Outcome: A Stable Population Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumptio Risks/Limitat nsible (‘000) ns ions Name of Schedule/Du Output Outcome Indicator (s) Target (s) Entity/ Programme/ ration (s) (s) 2024 ies Sub- Start End Programme Date Date Areas Development Area: Population and Development – Governance, Planning and Data Sector Strategy: Strengthen the policy, legislative and data/statistical environment for population and development Aligned SDGs Targets: 3.1, 3.2, 3.3,4.4, 5.6,16.9,17.18, 17.19

1. Population 2009 2030 To provide Evidenc Enabling PIOJ Policy, an e-based environme and Legislation evidence- regulato nt for the key and based ry/gover sustainable stakeh Planning regulatory nance and olders Main actions and and inclusive include: strategic planning developme i. Develop planning framew nt of the Extent population Revised National Outputs Delays in the and framework ork for population and development Population Policy titled produced delivery of implement for Populati policy developed/ “National Population and within outputs National population on and mainstreamed/ Sustainable Development schedule Population and Develop implemented (NPSD) Policy” (White and quality Insufficient Policy developme ment Paper) and Programme of specificatio stakeholder nt to strength Action (PoA) approved by n buy-in support the ened Cabinet, by FY 2022/23 achievemen 49 National Strategy 1-1: Maintain a Stable Population National Strategy Outcome: A Stable Population Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumptio Risks/Limitat nsible (‘000) ns ions Name of Schedule/Du Output Outcome Indicator (s) Target (s) Entity/ Programme/ ration (s) (s) 2024 ies Sub- Start End Programme Date Date Areas t of national Strong POA(s) covering the period Sufficient Insufficient developme regulatory April 2022 to March 2024 human, resources to nt goals and and - 90% financial, implement advance planning implemented technology policy actions the framework - planned outputs and other across the achievemen for achieved requisite range of ii.Integrate t of global “Population 2 Policy Briefs produced resources stakeholders country commitmen and and agreed ts Developme Extent country Country agreed capacities internation nt” agreed international international and regional al and and regional frameworks for Stakeholder regional frameworks for population and buy-in and framework population and development integrated change s for development in national policy and manageme population integrated in national planning: nt executed policy and planning - Programme of Action of and the International developme Policy Conference on nt in Population and coherence national Development policy and - Agenda 2030 for planning Sustainable Development Global Compact for Safe, Orderly and Regular Migration. - Montevideo Consensus on Population and Development for Latin 50 National Strategy 1-1: Maintain a Stable Population National Strategy Outcome: A Stable Population Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumptio Risks/Limitat nsible (‘000) ns ions Name of Schedule/Du Output Outcome Indicator (s) Target (s) Entity/ Programme/ ration (s) (s) 2024 ies Sub- Start End Programme Date Date Areas America and the Caribbean

2. Demograp 2009 2030 To provide Access Enabling hic Data quality to environme and demographi quality nt for the Statistics c data and demogr sustainable Main actions statistics aphic and include: including data inclusive i. Produce forecasts and developme Extent (10 yearly) Population and STATI Sufficient Insufficient Scheduled/ and statistics nt of the Scheduled/planned/ Housing Census and main N, resources resources planned/p projections improve population periodic report(s) completed PIOJ, (human, eriodic d demographic data Annual Intercensal Acade financial, Lags in demograp and official statistics estimates on key mia technology) access to hic data produced within demographic indicators and data and/or and official quality frameworks made available within capacities challenges statistics (incl. schedule) schedule available with data ii.Provide up- Quality Extent population Up-to-date population within quality to-date data and projections and projections and forecasts schedule population statistics forecasts no older available projections than xxx years Access to Insufficient and produced/made required risk forecasts available inputs, management iii.Develop # Of Three (3) papers produced including research/ research/methodolo by academia, government, data/docu methodolo gy/applied papers on other partners mentation gy/applied demography and papers on population 51 National Strategy 1-1: Maintain a Stable Population National Strategy Outcome: A Stable Population Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumptio Risks/Limitat nsible (‘000) ns ions Name of Schedule/Du Output Outcome Indicator (s) Target (s) Entity/ Programme/ ration (s) (s) 2024 ies Sub- Start End Programme Date Date Areas demograp Sufficient hy and risk population manageme nt strategy in place

3. Civil 2010 2030 To provide Access Enabling PIOJ/R Sufficient Lags in Registratio world-class to environme GD resources access to n and Vital civil quality nt for the (human, data and/or Statistics registration civil sustainable financial, challenges services registrat and technology) with data and ion inclusive available quality complete, services, developme within accurate vital nt of the schedule Insufficient and timely statistics population risk vital event , and Access to management data to related required meet data by inputs, Insufficient developme agencies including stakeholder nt needs, and data/docu buy-in including public mentation local and improve World-class national d Sufficient civil developme risk registration nt planning manageme and vital nt strategy statistics in place system & quality vital 52 National Strategy 1-1: Maintain a Stable Population National Strategy Outcome: A Stable Population Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumptio Risks/Limitat nsible (‘000) ns ions Name of Schedule/Du Output Outcome Indicator (s) Target (s) Entity/ Programme/ ration (s) (s) 2024 ies Sub- Start End Programme Date Date Areas statistics Insufficient and related resources data Stakeholder Main actions Sub- participatio include: Objective n/buy-in i. Strengthen 2009 2030 To provide Extent civil Registration of Births and RGD, legislative/ relevant registration and vital Deaths (Amendment) Act OPM regulatory legislative/r statistics approved in FY 2023/24 framework egulatory legislative/regulatory for civil framework framework registratio for civil developed/implemen n and vital registration ted statistics and vital statistics that is aligned with planned developme nt outcomes ii. Improve To improve Outcome Indicator: RGD, Civil efficiency in % Level of 80% OPM Registratio the satisfaction of n and Vital provision, customers and Statistics maintenanc stakeholders with Services e, the products and 53 National Strategy 1-1: Maintain a Stable Population National Strategy Outcome: A Stable Population Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumptio Risks/Limitat nsible (‘000) ns ions Name of Schedule/Du Output Outcome Indicator (s) Target (s) Entity/ Programme/ ration (s) (s) 2024 ies Sub- Start End Programme Date Date Areas preservatio services of the n and Registrar General’s conservatio Department n of civil information and registration for all events Sub-Actions Breakdown of Targets Indicator: a. Develop To improve % Of institutional 95% and the births registered implement coverage of % Of institutional 90% civil (birth, civil death registered death, and registration % Of Marriages 95% marriage) and quality entered in marriage registratio of vital officers’ database are n services event data keyed into finalized and database statistics b. Evidence- 2021 2030 To based (prox modernise modernizat y) the CRVS ion of the System for CRVS improved System quality, 54 National Strategy 1-1: Maintain a Stable Population National Strategy Outcome: A Stable Population Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumptio Risks/Limitat nsible (‘000) ns ions Name of Schedule/Du Output Outcome Indicator (s) Target (s) Entity/ Programme/ ration (s) (s) 2024 ies Sub- Start End Programme Date Date Areas C. Provide greater # Of civil registration Three (3) civil registration PIOJ/R Policy and access, and policy initiatives (incl. policy GD Research increased development/researc briefs, empirical studies) to inform use of vital h initiatives completed modernizat event data ion of CRVS in d. Implement developme % Of databases 95% of databases linked RGD, new Civil nt planning linked OPM Registratio n Solution e. Implement RGD, Customer OPM Service Strategy f. Provide Outcome Indicator online % Customers accessing ≥50% of customers accessing access to services online services online products Output Indicator and % Of products and 70% of products and services services services online accessible online g. Impleme % Change in customer 10% reduction in nt service delivery time waiting/processing time Electroni c Customer Queuing Manage ment 55 National Strategy 1-1: Maintain a Stable Population National Strategy Outcome: A Stable Population Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumptio Risks/Limitat nsible (‘000) ns ions Name of Schedule/Du Output Outcome Indicator (s) Target (s) Entity/ Programme/ ration (s) (s) 2024 ies Sub- Start End Programme Date Date Areas System National Strategy 1-1: Maintain a Stable Population National Strategy Outcome: A Stable Population achieved and maintained through 2030 Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumptions Risks/Limit nsible (‘000) ations Name of Schedule/Dur Output Outcome Output Target (s) Entity/ Programme/ ation (s) (s) Indicator (s) 2024 ies Sub- Start End Programme Date Date Areas Development Area: Sexual and Reproductive Health Sector Strategy: Strengthen policies, plans, systems, and mechanisms to support the achievement of medium- to long- Aligned SDGs Targets: 3.1, 3.2, 3.3, 3.7, 5.6 term country targets for the sexual and reproductive health of the population

4. Sexual and 2009 2030 To develop Access Enabling Outcome Indicators: MOH Sufficient Insufficient Reproducti and to environmen W human, resources ve Health implement relevant t for good Fertility rate among 2.1/1,000 financial, (SRH) evidence- SRH sexual and women of technology Inadequate and results- informat reproductiv reproductive age resources capture of based SRH ion, e health cohort and data from policies, commo throughout capacities surveys, plans, dities, the life administrat programme and course ive records, 56 s, and services Contraceptive ≥70% Methodologi and projects improve prevalence rate cally sound standardize towards the d and d reports achievemen adequate t of (SRH) data capture Insufficient developme Extent 90-90-90 90-90-90 (by 2025) and stakeholder nt target attained: availability buy-in outcomes of and/or and goals - % of people living (2021 baseline – 86% - 51% administrativ demand with HIV (PLHIV) - 78%) e records diagnosed that are and aware of their standardized status reporting - % Of PLHIV aware of their status retained Stakeholder in care and on buy-in and Antiretroviral (ARV) participation - % Of PLHIV virally suppressed who are retained in care and on ARVs Main actions include: i.Establish a Extent Sexual and Sexual Reproductive Sexual and Reproductive Health Health Policy developed Reproducti Policy/Policies and ve Health Programme of National Strategic Plan for Policy Actions HIV developed, approved, Framework developed/implemen and implemented ted 4.1. Reproductive Health i.Provide To promote Maternal mortality ≤ 90 maternal deaths per MOH Sufficient Insufficient adequate family ratio 100,000 live births W human, resources maternal planning/pl (Baseline, 100, FY 2018/19) financial and and child anned 57 health care fertility and Neonatal mortality ≤12 neonatal deaths per technology Insufficient and reproductiv ratio 1,000 live births resources contracepti services e and (Baseline, 20, FY 2018/19) ve (pre-natal, infant/child Sufficient commoditie anti-natal health contraceptiv s and and neo- e services natal care to commodities reduce and services maternal, neo-natal available Social, mortality) economic, ii.Provide Extent quality Reproductive health data Stakeholder environme quality reproductive health and statistics available buy-in ntal factors reproducti data and/or statistics - Reproductive Health influence ve health produced/disseminat Survey (RHS) 2022 Cultural age-specific data and ed completed (last RHS, values and fertility statistics 2008) practices in rates that (to inform policy and - RHS data compiled, and favour of are lower planning) report completed replacement or higher - Policy Documentation to fertility (2.1 than inform National Family children) replacemen Planning Policy prepared t iii.Develop Extent CLMIS data 1 Contraceptive Logistics and collection activities Management Information implement and reports System (CLMIS) survey Contracept completed ive Reports/documentati ≥ 4 reports/ Logistics on produced documentation Manageme completed, including: nt - Report on Clinic Audits Informatio - Evaluation Report n System based on use of OECD- (CLMIS) DAC and Kirkpatrick models iv.Support Extent Adolescents (16 years and improved information/training older) sensitized on awareness on contraceptives contraceptive options, 58 of provided to with focus on Long Acting contracepti adolescent girls, 16 Reversible Contraceptives ves by years and older (LARC), in communities adolescent and health facilities girls (16 ≥50 adolescents trained to years and administer LARC method older) 4.2. Sexual Health: i.Provide To reduce Outcome Indicators MOH Sufficient Insufficient access to the % Change in newly 7% decline (from 1165 in W human, resources HIV Testing incidence/p diagnosed HIV cases 2018) financial and and revalence % Change in newly Approx. 7% decline technology Insufficient Counselling of Sexually diagnosed syphilis (baseline not established) resources preventativ (HTC) and Transmitted cases e and Syphilis Infections % Change Male 3% increase from baseline Sufficient counselling services as (STIs) and In (baseline 46.6, FY 2018/19) preventative services well as reduction in males/fem and informatio morbidity ales with counselling Insufficient n and and knowledge Female 3% increase from baseline services demand for treatment, mortality in (baseline 39.3, FY 2018/19) available testing and particularly among preventing counselling to those HIV/STI Targeted services vulnerable infected uptake of groups testing and ii.Fulfil # Global AIDS 1 GAM report and counselling internation Monitoring (GAM) uploaded to the UN services al Reports Platform on or before obligations March 30 each year regarding reporting # National 1 NCP1 report produced on Commitments and and uploaded to the UN developme Policy Instruments Platform on or before nt (NCPI) Report March 30 each year performan ce 59 regarding HIV 4.3. Sexual and Reproductive Health Rights i. Develop To enable Access Comprehen Extent stakeholders Multi-sectoral MOH Sufficient Insufficient policy and stakeholder to sive policy, are engaged in stakeholders engaged in W human, resources legislative s to support informat legislative knowledge building training and policy financial and framework and access ion and framework and advocacy dialogue with 2 advocacy technology to create SRH rights forums that regarding SRH- reports produced. resources Insufficient an enabling to facilitates related rights stakeholder environme inform accessing Stakeholder participatio nt for policy SRH-related participation n , demand sexual and on SRH- rights and buy-in and /or reproducti related buy-in ve health rights by rights key and vulnera ble populati ons improve d Program mes and initiative s are implem ented to target specific vulnera ble groups 60 within the populati on National Strategy 1- Maintain a Stable Population National Strategy Outcome: A Stable Population achieved and maintained through 2030 1: Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output (s) Outcome (s) Indicator (s) Target (s) Entity/ Programme/Su tion 2024 b-Programme Start End ies Areas Date Date Development Area: Migration and Development Sector Strategy: Integrate international migration policy, processes, and Aligned SDG Targets: 8.8, 10.7, 10.c, 16.2 considerations into national development planning

5. Internatio 2009 2030 To Integration Comprehensive Coordi Requisite Adequate nal integrate of migration policy, legislative nated resources resources may Migration internation management and institutional by and not be and al migration strategies frameworks that PIOJ capacities available Developm processes into national facilitate, enable, are and/or ent (IMD) and development reciprocate, and available invested to Main actions considerati policy, promote safe, to implement the include: ons into planning and regular, and orderly support NPIMD i. Develop developme related migration Extent National Policy outputs implemen and nt planning processes Policy on partially tation of implement and related improved International achieved the Migration processes Migration and (approx. 50%) NPIMD Policy and Development Programm (NPIMD) (IMD Policy e developed/imple approved in mented 2017) 61 National Strategy 1-1: Maintain a Stable Population National Strategy Outcome: A Stable Population achieved and maintained through 2030 Development Programme Objective April 2021-March 2024 Area & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output (s) Outcome (s) Indicator (s) Target (s) Programme/Su tion Entity/ 2024 b-Programme Start End ies Areas Date Dat e Development Area: Child Development, Care and Protection Sector Strategy: Develop and strengthen the regulatory framework and environment (incl. policies, legislation, plans, systems, Aligned SDG Targets: 16.2 and spaces) for the holistic development, care, and protection of children

6. Regulatory 2009 203 To develop Policies, Effective Regulatory MOEYI Sufficient Insufficient Framewor 0 and legislation, Framework and and resources resources, k and strengthen plans, Environment for partne – human, particularly Planning the systems, and the Development rs financing, financing for the regulatory spaces for and Care of and Developm framework the holistic Children technolog Insufficient ent and and development y stakeholder Care of environme , care, and buy-in Children nt (incl. protection of Quality Main actions policies, children data/stati Gaps in data include: legislation, developed stics/infor quality i.Strengthen plans, and Extent Child Care and MOEYI mation the systems, strengthened frameworks and Protection Act , available framework and spaces) systems of Child amended CPFSA to and for the Care and support systems of holistic Protection Act evidence the Child developme (CCPA) for based 62 National Strategy 1-1: Maintain a Stable Population National Strategy Outcome: A Stable Population achieved and maintained through 2030 Development Programme Objective April 2021-March 2024 Area & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output (s) Outcome (s) Indicator (s) Target (s) Programme/Su tion Entity/ 2024 b-Programme Start End ies Areas Date Dat e Development Area: Child Development, Care and Protection Care and nt, care, advancing the CCPA Children’s decision Protection and development and Home making Act (CCPA) protection well-being of Regulations and for child of children children amended results developme developed/imple based nt and mented managem wellbeing ent ii.Modernize Extent regulatory Amend Children MOEYI and framework for the (Adoption of) , Relevant strengthen adoption of Act CPFSA regulatory the children framewor Commence regulatory developed/imple k, implementation framework mented guidelines of amended Act and plans and plans Policy on the are in for the Adoption of place for adoption of Children effective children developed service iii.Develop Extent National To be stated MOEYI delivery and Policy on Children , implement developed/imple CPFSA Effective National mented stakehold Policy on er Children engageme iv.Establish Extent Child Operations of MOEYI nt and and Protection Child Protection , maintain Committees Committees CPFSA 63 National Strategy 1-1: Maintain a Stable Population National Strategy Outcome: A Stable Population achieved and maintained through 2030 Development Programme Objective April 2021-March 2024 Area & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output (s) Outcome (s) Indicator (s) Target (s) Programme/Su tion Entity/ 2024 b-Programme Start End ies Areas Date Dat e Development Area: Child Development, Care and Protection Child (CPCs) (CPCs) re- partnershi Protection established/maint established and ps Committees ained maintained (CPCs) Change v.Develop Extent CCMS Automated real- MOEYI managem and developed/imple time , ent and implement mented communication CPFSA institution Child Case between al Manageme Investigations capacity nt System Units and building (CCMS) Registry prioritized Outcome: Reduced turnaround time in investigations vi.Fulfil Extent Jamaica Country Report MOEYI country Country Report to to the UNCRC , obligations the UNCRC (in prepared and CPFSA regarding keeping with the submitted internation requirements as al stipulated by the protocols Convention on the and Rights of the Child agreement (CRC)) s on the prepared/submitt developme 64 National Strategy 1-1: Maintain a Stable Population National Strategy Outcome: A Stable Population achieved and maintained through 2030 Development Programme Objective April 2021-March 2024 Area & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output (s) Outcome (s) Indicator (s) Target (s) Programme/Su tion Entity/ 2024 b-Programme Start End ies Areas Date Dat e Development Area: Child Development, Care and Protection nt, care, ed within and schedule protection of children Sector Strategy: Develop and institutionalize frameworks and systems for evidence and results based decision making and Aligned SDGs Targets: 17.19 management in advancing child development, care, and protection

7. Evidence To develop Frameworks Strong Framework MOEYI Sufficient Insufficient and and and systems for evidence and , resources resources, Results institutional for evidence results based CPFSA – human, particularly Based ize and results decision making financing, financing Decision frameworks based and management in and Making and decision advancing child technolog Insufficient and systems for making and development, care, y stakeholder Managem evidence management and protection buy-in ent in and results in advancing Quality Child based child data/stati Gaps in data Developm decision development stics/infor quality ent, Care making and , care, and mation and manageme protection available Protection nt in developed to Main actions advancing and support include: child institutionaliz evidence i. Conduct developme ation Extent Knowledge, based and report nt, care, advanced studies/assessme Attitudes, decision on and nts/analyses to Practices and making studies/ass protection inform policy and Behaviour and 65 National Strategy 1-1: Maintain a Stable Population National Strategy Outcome: A Stable Population achieved and maintained through 2030 Development Programme Objective April 2021-March 2024 Area & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output (s) Outcome (s) Indicator (s) Target (s) Programme/Su tion Entity/ 2024 b-Programme Start End ies Areas Date Dat e Development Area: Child Development, Care and Protection essments/ planning for child (KAPB) study results analyses to development, conducted, and based inform care and report prepared managem policy and protection ent planning conducted/report for child s completed Effective developme stakehold nt, care, er and engageme protection nt and partnershi ps Sector Strategy: Deliver appropriate intervention services to all children in care and at risk and their families Aligned SDGs Targets: 16.2, 16.3

8. Children To deliver Access to Effective Child and CPFSA Sufficient Insufficient and Family appropriate appropriate Family Welfare resources resources, Welfare interventio services to System – human, particularly Services n services address the financing, financing to all needs of and Main actions children in children in technolog include: care and at care and at y 66 National Strategy 1-1: Maintain a Stable Population National Strategy Outcome: A Stable Population achieved and maintained through 2030 Development Programme Objective April 2021-March 2024 Area & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output (s) Outcome (s) Indicator (s) Target (s) Programme/Su tion Entity/ 2024 b-Programme Start End ies Areas Date Dat e Development Area: Child Development, Care and Protection i. Place risk and risk, and Extent/Ratio of To be stated Insufficient children their their families children in foster Quality stakeholder in families increased care, familial data/stati buy-in appropriate environments, stics/infor environment and in state mation Gaps in data s institutions available quality using to suitability support and necessity evidence principles based ii. Engage # Of engagement At least 50,000 decision children and sessions held annually making families to with children and provide and their results holistic families to based interventions provide holistic managem to development ent aid capacity interventions development Relevant and regulatory wellbeing of framewor families k, served guidelines 67 National Strategy 1-1: Maintain a Stable Population National Strategy Outcome: A Stable Population achieved and maintained through 2030 Development Programme Objective April 2021-March 2024 Area & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output (s) Outcome (s) Indicator (s) Target (s) Programme/Su tion Entity/ 2024 b-Programme Start End ies Areas Date Dat e Development Area: Child Development, Care and Protection iii. Develop Extent 2018- and plans and Plans/Programme 2023 Foster are in implement s for improving Care place for plans and Foster Care Improvement effective programm Services Plan (FCIP) service es for developed/imple implemented delivery improving mented access to Effective appropriat stakehold e Foster er Care engageme services nt and iv. Strengthen Extent Vocational Skills partnershi and Transitional Living training ps implement Project for delivered the Children in State Transitiona Care Life Skills l Living developed/imple training Project for mented delivered Children in Mentorship State Care programme implemented Mental Health Support for 68 National Strategy 1-1: Maintain a Stable Population National Strategy Outcome: A Stable Population achieved and maintained through 2030 Development Programme Objective April 2021-March 2024 Area & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output (s) Outcome (s) Indicator (s) Target (s) Programme/Su tion Entity/ 2024 b-Programme Start End ies Areas Date Dat e Development Area: Child Development, Care and Protection Caregivers provided 4 GOJ operated Transitional Living Housing Complexes supported maintained Extent project To be stated institutionalized in CPFSA v. Establish Extent Psychological and Therapeutic services to treat operationa Centre with children lize developed/operati displaying mild Therapeuti onalized to severe c Centre behavioural/ emotional and mental disorders consolidated and centralized Sector Strategy: Develop and implement frameworks and plans for protecting children against physical and psycho-social Aligned SDGs Targets: 10.3, 16.3, 16.2 violence and related vulnerabilities 69 National Strategy 1-1: Maintain a Stable Population National Strategy Outcome: A Stable Population achieved and maintained through 2030 Development Programme Objective April 2021-March 2024 Area & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output (s) Outcome (s) Indicator (s) Target (s) Programme/Su tion Entity/ 2024 b-Programme Start End ies Areas Date Dat e Development Area: Child Development, Care and Protection

9. Framewor To develop Frameworks Strong Frameworks MOEY, Sufficient Insufficient ks and and and plans for and plans for CPFSA resources resources, plans for implement protecting protecting children – human, particularly protecting frameworks children against physical and financing, financing children and plans against psycho-social and against for physical and violence and technolog Insufficient physical protecting psycho-social related y stakeholder and children violence and vulnerabilities buy-in psycho- against related Quality social physical vulnerabilitie data/stati Gaps in data violence and s developed stics/infor quality and psycho- and mation related social implemented available vulnerabili violence to ties and related support Main actions vulnerabiliti evidence include: es based i. Implement Extent National To be stated MOEYI decision National Plan of Action for /CPFS making Plan of an Integrated A, and Action for Response to MOJ, results an Children and MNS based Integrated Violence (NPACV) managem Response implemented ent to Children and 70 National Strategy 1-1: Maintain a Stable Population National Strategy Outcome: A Stable Population achieved and maintained through 2030 Development Programme Objective April 2021-March 2024 Area & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output (s) Outcome (s) Indicator (s) Target (s) Programme/Su tion Entity/ 2024 b-Programme Start End ies Areas Date Dat e Development Area: Child Development, Care and Protection Violence Relevant (NPACV) regulatory framewor k, guidelines and plans are in place for ii. Continue Extent Anti- To be stated MOEYI effective the Bullying , service implement Framework of CPFSA delivery ation of Action the Anti- developed/imple Effective Bullying mented stakehold Framework er of Action engageme and its nt and provision partnershi iii. Develop Extent operations MOEYI ps and of the Ananda , strengthen Alert System CPFSA the developed/imple operations mented of the Ananda Alert 71 National Strategy 1-1: Maintain a Stable Population National Strategy Outcome: A Stable Population achieved and maintained through 2030 Development Programme Objective April 2021-March 2024 Area & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output (s) Outcome (s) Indicator (s) Target (s) Programme/Su tion Entity/ 2024 b-Programme Start End ies Areas Date Dat e Development Area: Child Development, Care and Protection System to aid in the recovery of missing children and provide psychosoci al support to children and families iv. Implement Extent Plan of Action recommen recommendations implemented dations from street and from the working chldren street and study working implemented chldren study 72 National Strategy 1-1: Maintain a Stable Population National Strategy Outcome: A Stable Population achieved and maintained through 2030 Development Programme Objective April 2021-March 2024 Area & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output (s) Outcome (s) Indicator (s) Target (s) Programme/Su tion Entity/ 2024 b-Programme Start End ies Areas Date Dat e Development Area: Youth Development Sector Strategy: Strengthen the evidence, policy, and strategic frameworks for coordinated youth development action across Aligned SDG Targets: Youth is considered cross- the island cutting across the SDGs. Targets to be highlighted include : 8.5, 8.6 & 8.b, 10.2

10. Youth 2009 203 To create Policies, Enabling Extent the Partially MOEYI Sufficient Insufficient Policy, 0 the strategies, environment for National Youth achieved by and resources resources, Strategy conditions regulations, empowered and Policy (2017) March 2024 partne – human, particularly and necessary and socially integrated outcomes are rs financing, financing Research for youth programming youth achieved and developme for technolog Insufficient nt and empowering y stakeholder empowerm youth and buy-in Main Actions ent through enabling Relevant include: youth youth legislation i. Mainstream 2017 203 focused/yo development Extent ≥ 25% of MOEYI s and the National 0 uth- strengthened stakeholders secondary guidelines Youth Policy directed engaged and/or schools engaged are in policies, capacities built to in policy place for strategies, mainstream and sensitization effective regulations, implement the service and National Youth Intersectoral delivery programmi Policy (2017) Working Group ng on the National Effective Youth Policy stakehold established and er operationalized engageme 73 National Strategy 1-1: Maintain a Stable Population National Strategy Outcome: A Stable Population achieved and maintained through 2030 Development Programme Objective April 2021-March 2024 Area & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output (s) Outcome (s) Indicator (s) Target (s) Programme/Su tion Entity/ 2024 b-Programme Start End ies Areas Date Dat e Development Area: Youth Development ii.Develop and Extent research Youth MOEY, nt and implement and analysis, Programmatic HEART partnershi initiatives to including surveys, Gap Analysis and Trust/ ps produce are undertaken to Report NSTA quality data inform National completed MOH and statistics Youth Policy National Youth W and on youth Implementation Survey gov. developmen conducted, and and t issues findings non- published gov. partne rs Sector Strategy: Increase inclusive access to youth development services and opportunities, particularly for the vulnerable Aligned SDGs Targets: 10.3, 16.7 , Youth is considered cross-cutting across the SDGs

11. Youth To create Access to Enabling Sufficient Insufficient Developm the youth environment for resources resources, ent conditions development empowered and – human, particularly Programm necessary services, socially integrated financial, financial es and for youth particularly youth and Services developme by vulnerable technolog Insufficient Main actions nt and and at-risk y stakeholder include: empowerm youth, buy-in i. Establish ent through increased Extent Youth ≥ 2 mobile YICs MOEY, Effective and create youth Information in each parish HEART stakehold access to focused/yo Centres (YICs) are per year with ≥ Trust/ er 74 National Strategy 1-1: Maintain a Stable Population National Strategy Outcome: A Stable Population achieved and maintained through 2030 Development Programme Objective April 2021-March 2024 Area & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output (s) Outcome (s) Indicator (s) Target (s) Programme/Su tion Entity/ 2024 b-Programme Start End ies Areas Date Dat e Development Area: Youth Development Youth uth- made accessible 2000 youth NSTA engageme Information directed to youth targeted MOH nt and Centres policies, W and partnershi ii. Provide strategies, Extent youth are ≥ 8000 youth per gov. ps Youth with regulations, provided with a year (FY) are and a range of and range of provided with non- Program developme programmi development access to a gov. mes and nt services ng services range of partne services development rs are services demand- (including driven entrepreneurshi and p and job accessible readiness to youth training and support; social interventions for the at-risk youth; mentorship programmes) iii. Establish Extent National and relevant/up-to- Unattached implement date NUYP is Youth National developed and/or Programme Unattache implemented (NUYP) reviewed 75 National Strategy 1-1: Maintain a Stable Population National Strategy Outcome: A Stable Population achieved and maintained through 2030 Development Programme Objective April 2021-March 2024 Area & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output (s) Outcome (s) Indicator (s) Target (s) Programme/Su tion Entity/ 2024 b-Programme Start End ies Areas Date Dat e Development Area: Youth Development d Youth New format of Programm NUYP developed e (NUYP) and roll-out iv. Provide Extent youth are 10,000 youth youth with provided with access health adolescent adolescent- and educational -friendly friendly health services annually health and service educationa 13 Adolescent l services Friendly Clinics established Sector Strategy: Enhance the capacity of youth to engage in self-directed leadership and governance within youth-led Aligned SDG Targets: 10.2, 16.7 organizations

12. Youth-Led To Youth-led Enabling MOEYI Sufficient Insufficient Organizati strengthen institutional environment for , youth resources resources, onal capacity leadership empowered and organi – human, particularly Governac within and socially integrated zations financial, financial e youth-led governance youth and and Main actions organizatio strengthened partne technolog Insufficient include: ns for self- rs y stakeholder i. Establish directed Extent youth Youth buy-in youth-led leadership governance and development Effective governance and development organizations stakehold and governance organizations are are supported er institutional developed, with key bodies engageme arrangement nt and 76 National Strategy 1-1: Maintain a Stable Population National Strategy Outcome: A Stable Population achieved and maintained through 2030 Development Programme Objective April 2021-March 2024 Area & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output (s) Outcome (s) Indicator (s) Target (s) Programme/Su tion Entity/ 2024 b-Programme Start End ies Areas Date Dat e Development Area: Youth Development s supported and operational, partnershi operational including: ps - National Secondary Program (school) mes and Student’s services Council (NSSC) are - Jamaica Youth demand- Ambassador driven Programme and (JAYAP) accessible - Youth to youth Advisory Council of Jamaica (NYCJ) - National Youth Parliament of Jamaica (NYPJ) - Youth Arms of the main political parties (Generation 2000 (G2K) and the PNP Youth 77 National Strategy 1-1: Maintain a Stable Population National Strategy Outcome: A Stable Population achieved and maintained through 2030 Development Programme Objective April 2021-March 2024 Area & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output (s) Outcome (s) Indicator (s) Target (s) Programme/Su tion Entity/ 2024 b-Programme Start End ies Areas Date Dat e Development Area: Youth Development Organization (PNPYO)) - Parish and community level youth organizations Sector Strategy: Promote youth engagement and leadership in policy, advocacy, and programming in support of youth and broader Aligned SDG Targets: 10.2, 16.7 national development

13. Youth To create Policy Enabling Youth Sufficient Insufficient Engageme the recommenda environment for organi resources resources, nt in Policy conditions tions, empowered and zations – human, particularly and necessary advocacy socially integrated with financing, financing Advocacy for youth campaigns youth suppor and Main actions developme and t from technolog Insufficient include: nt and programming state y stakeholder i. Promote empowerm developed by Extent youth are ≥ 3 policy entitie buy-in Youth ent through youth engaged in recommendatio s and Relevant engageme youth strengthened making policy ns from youth non- legislation nt in policy focused/yo recommendations groups gov s and developme uth- and advocacy on ≥ 5 advocacy partne guidelines nt and directed youth campaigns rs are in advocacy policies, development and/or place for on youth strategies, programming to effective developme regulations, support service nt issues and advocacy and delivery empowerment 78 National Strategy 1-1: Maintain a Stable Population National Strategy Outcome: A Stable Population achieved and maintained through 2030 Development Programme Objective April 2021-March 2024 Area & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output (s) Outcome (s) Indicator (s) Target (s) Programme/Su tion Entity/ 2024 b-Programme Start End ies Areas Date Dat e Development Area: Youth Development programmi (baseline not Effective ng established) stakehold er engageme nt and partnershi ps National Strategy 1-2: Strengthen disease surveillance, mitigation, risk reduction and the National Strategy Outcome: Strong disease surveillance, mitigation, responsiveness of the health system risk reduction and responsive health system Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output Outcome Indicator (s) Target (s) Programme/Su tion Entity/ (s) (s) 2024 b-Programme Start End ies Areas Date Date Development Area: Disease Surveillance and Management, and Health System Responsiveness Sector Strategy: Deliver timely and quality disease surveillance and implement effective mitigation, risk Aligned SDG Targets: 3.1,3.2, 3.3.,3.4, 3.8, 3.d, 3.8 reduction and responsive heath systems strategies

14. Disease 2009 2030 To deliver The Strong Outcome Indicator: MOH Sufficient Insufficient Surveillanc timely and delivery health W, human, resources 79 National Strategy 1-2: Strengthen disease surveillance, mitigation, risk reduction and the National Strategy Outcome: Strong disease surveillance, mitigation, responsiveness of the health system risk reduction and responsive health system Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output Outcome Indicator (s) Target (s) Programme/Su tion Entity/ (s) (s) 2024 b-Programme Start End ies Areas Date Date e, quality of systems Extent targeted Partial stakeh financial Mitigation, disease preventi framework reduction in olders, and Insufficient Risk surveillance on, early for morbidity and incl. technolog compliance Reduction and detectio supporting premature deaths citizen y with standards and Health implement n and reduced from non- s resources and protocols System effective treatme morbidity communicable Responsiv mitigation, nt and diseases (NCDs) and Complian Lack of eness risk program premature infectious diseases ce with stakeholder reduction mes for mortality (by 2030) achieved standards demand Main Actions and NCDs from and and/or include: responsive and diseases protocols compliance i. Implement heath commu Unconditional 15.6 for NCD systems nicable probability of dying disease Prevention strategies diseases between ages of 30 surveillan Programme improve and 70 from ce, d cardiovascular reporting diseases, cancer, and diabetes or chronic managem respiratory ent Prevalence rate for Males (31.7) Stakehold hypertension by sex Females (35.8) er Prevalence rate for Males (9.0) participati diabetes mellitus by on, buy-in Females (14.6) and/or sex 80 National Strategy 1-2: Strengthen disease surveillance, mitigation, risk reduction and the National Strategy Outcome: Strong disease surveillance, mitigation, responsiveness of the health system risk reduction and responsive health system Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output Outcome Indicator (s) Target (s) Programme/Su tion Entity/ (s) (s) 2024 b-Programme Start End ies Areas Date Date ii. Deliver Incidence of locally 0 complianc National transmitted vaccine- e Immunizati preventable diseases on Programm % Immunization 95% e (to coverage of each reduce antigen: BCG, DPT/DT; morbility OPV/IPV, HepB, HiB, and MMRI, MMR2 mortality from vaccine preventavb le diseases) iii. Implement Breteau index Breteau index <25% Househol Adverse Vector ds household Control complying practices that Programm with increase e (to guidelines mosquito emphasise /practices breeding sites reducing for mosquito reducing Re-infection bourne mosquito with increased diseases) breeding chance of sites mortality Intersecto ral 81 National Strategy 1-2: Strengthen disease surveillance, mitigation, risk reduction and the National Strategy Outcome: Strong disease surveillance, mitigation, responsiveness of the health system risk reduction and responsive health system Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output Outcome Indicator (s) Target (s) Programme/Su tion Entity/ (s) (s) 2024 b-Programme Start End ies Areas Date Date collaborat ion between governme nt entities iv. Advance 2020 - COVID-19 positivity <5% the COVID- rate 19 Programm e v. Reinforce Periodic Improved Output Indicators: MOH the updatin availability W governanc g, of empirical Extent National National Research Agenda e, policy, dissemi evidence to Research Agenda revised and nation, strengthen developed/implemen strategic and disease ted framework funding surveillance Extent ten-year Ten-year survey plan for of the and survey plan developed and costed Essential National programme developed and National Researc strategies costed /implemented Health h Research Agenda 82 National Strategy 1-3: Strengthen the Health Promotion Approach National Strategy Outcome: A culture of responsibility for wellness in the Jamaican society Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output Outcome Indicator (s) Target (s) Programme/Su tion Entity/ (s) (s) 2024 b-Programme Start End ies Areas Date Date Development Area: Healthy Lifestyle Approach Sector Strategy: Empower communities to support enhancement of the healthy lifestyle approach Aligned SDG Targets: 2.1, 3.4, 3.6, 3.a, 3.d, 3.5

15. Deliver - 2030 To increase Access Enabling Outcome Indicator MOH Sufficient Insufficient Mental access to to environmen W human, resources Health mental mental t for mental financial health health health and % Of people with 90% and Cultural Reform services services wellness psychoses receiving technolog resistance to increase consistent treatment y mental health Main actions d resources diagnoses and include: treatment i. Strengthen Extent Mental Health Mental Health Policy and Stakehold the Policy developed/ Action Plan submitted for er provision implemented approval demand of community Increased -based culture of mental acceptanc health e and services understan ii. Deliver Extent Costed Costed ding accessible deinstitutionalization deinstitutionalization plan and de- plan developed for Bellevue Hospital institutiona prepared and submitted lized for Cabinet approval mental health care 83 National Strategy 1-3: Strengthen the Health Promotion Approach National Strategy Outcome: A culture of responsibility for wellness in the Jamaican society Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output Outcome Indicator (s) Target (s) Programme/Su tion Entity/ (s) (s) 2024 b-Programme Start End ies Areas Date Date and services iii. Deliver To increase Access Enabling Outcome Indicators NCDA, services access to to drug environme MOH to reduce drug treatme nt for the # Of participants 5,500 W drug use treatment nt and avoidance enrolled in and and harm harm of prevention associate reduction reductio substance programmes d harms services n abuse (universal, selective, services and indicated) improve % Of clients enrolled 60% d in treatment programmes progressing annually National Strategy 1- Strengthen and emphasize the primary health care approach National Strategy Outcome: Effective Primary Health Care 4: Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output Outcome Indicator (s) Target (s) Programme/Su tion Entity/ (s) (s) 2024 b-Programme Start End ies Areas Date Date Development Area: Primary Health Care 84 National Strategy 1- Strengthen and emphasize the primary health care approach National Strategy Outcome: Effective Primary Health Care 4: Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output Outcome Indicator (s) Target (s) Programme/Su tion Entity/ (s) (s) 2024 b-Programme Start End ies Areas Date Date Sector Strategy: Deepen and expand the shift to primary health care and reduce reliance on long-stay Aligned SDGs Targets: 3.1, 3.2, 3.4, 3.8 hospital care

16. Primary 2009 2030 To create Access An enabling Extent Primary Partial MOH Sufficient Attrition of Health an to environme Health Care W and financial, Primary Care Care improved, primary nt for Reform Agenda partne technolog Reform project Reform technology health effective developed/implem rs y and personnel enabled care primary ented human primary that health care (See actions, resources Increased health care meets indicators, and /technical stress on system the targets below) expertise health system providing demand quality, s of the Populatio Unprecedente comprehen changin n takes d surge in sive, g greater COVID-19 compassion epidemi responsibi cases ate, and ological lity for patient- and their centric demogr health primary aphic and health care profile engage in of appropria Jamaica te health- improve seeking d. behaviour Main actions include: 85 National Strategy 1- Strengthen and emphasize the primary health care approach National Strategy Outcome: Effective Primary Health Care 4: Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output Outcome Indicator (s) Target (s) Programme/Su tion Entity/ (s) (s) 2024 b-Programme Start End ies Areas Date Date i. Reorient Extent primary Partially and health care is Restructur reoriented and e Primary restructured: Health - Extent Implementation Plan for Care implementation Plan Primary Health Care Reform is for Primary Health approved by Cabinet in 2022 Care Reform is established - Extent institutional Primary Care Reform Project structure to lead Unit established in 2022 primary health care reform is established and/or operationalized - Extent To be stated (TBS) policies/legislations applicable for the implementation of the new primary care model are developed/updated and made effective ii. Upgrade # Of health centres 50 the with major, infrastruct moderate, and minor ure of infrastructural works primary completed health care facilities 86 National Strategy 1- Strengthen and emphasize the primary health care approach National Strategy Outcome: Effective Primary Health Care 4: Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output Outcome Indicator (s) Target (s) Programme/Su tion Entity/ (s) (s) 2024 b-Programme Start End ies Areas Date Date iii. Review Organizational - Organizational structure and structure in primary for health departments upgrade health care (PHC) completed organizatio - Organizational structure nal for health centres structure completed in primary health care (PHC) facilities iv. Develop Scope for each comprehen primary care service: sive quality - % Of service areas 100% primary with micro plans care developed service Sector Strategy: Ensure the effectiveness of the care pathway Aligned SDGs Targets: 3.8, 3.d

17. Establish To ensure Systems Effective Extent linkages for Partially MOH Sufficient Attrition of an the and care integrated health W financial, Primary Care integrate effectivene mechani pathway system established technolog Reform project d health ss of the sms for y and personnel system care linkages human network pathway and resources Increased effective /technical stress on service expertise health system delivery along 87 National Strategy 1- Strengthen and emphasize the primary health care approach National Strategy Outcome: Effective Primary Health Care 4: Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output Outcome Indicator (s) Target (s) Programme/Su tion Entity/ (s) (s) 2024 b-Programme Start End ies Areas Date Date the care Populatio Unpreced pathway n takes ented develop greater surge in ed responsibi COVID-19 Main actions lity for cases or include: their any other i. Establish # Of health centres 130 MOH health public Health with improved ICT W and health Information infrastructure engage in threat System good ii. Establis % Of health care 65% of health care workers health- h workers trained in trained in the use of the seeking systems, use of Revised protocols behaviour protocols Linkage Manual and % Of patients placed 65% of primary care procedures on appropriate care patients have a care for provision pathways pathway plan of appropriate services Extent Chronic Care Chronic Care Model based on Model framework framework finalized established developed and care operational pathways for # Of community care 130 access points 88 National Strategy 1- Strengthen and emphasize the primary health care approach National Strategy Outcome: Effective Primary Health Care 4: Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output Outcome Indicator (s) Target (s) Programme/Su tion Entity/ (s) (s) 2024 b-Programme Start End ies Areas Date Date each stage of % Of patients linked 65% of primary health care the life cycle to other levels of patients linked to other care levels of care iii. Deliver % Of telemedicine 100% Telemedicine MOH Telem solutions Solutions Plan developed W, edicine implemented 50% of Telemedicine Partne solutio Solutions Plan rs ns infrastructure implemented iv. Institute 2022 2030 To Personal Personal # Of RHAs with PHIP PHIP mechanisms in place MOH Ministry Delay in personal safeguard health health mechanisms in place in all RHAs W of Finance realignment of health personal informat information and Public organisational informati health ion protected Service functions to on information mechani support meet protectio of users of sms and for obligations n within the public policy establish under the Data RHAs health guidelin ment of Protection Act, system es data 2020 develop protectio ed and n officer in effect posts for the ministry and RHAs v. Expand To provide Access Effective # Of EMTs trained 120 firefighters trained as JFB/M Sufficient, Insufficient Emergency pre-hospital to pre- pre-hospital EMTs LGRD, human, funding for Medical care and hospital care and financial, expansion 89 National Strategy 1- Strengthen and emphasize the primary health care approach National Strategy Outcome: Effective Primary Health Care 4: Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output Outcome Indicator (s) Target (s) Programme/Su tion Entity/ (s) (s) 2024 b-Programme Start End ies Areas Date Date Service transportati care and transportati # Of EMTs recertified 375 EMTs recertified MOH technolog Gaps in (EMS) on of transpor on W y stakeholder coverage patients, as tation of resources collaboration island-wide necessary, patients to the to the # Of new EMS sites Six (6) new sites launched closest closest launched receiving receivin medical g facility medical facility increase d National Strategy 1-5 Provide and maintain an adequate health infrastructure to ensure National Strategy Outcome: Strong health infrastructure efficient and cost effective service delivery Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitatio nsible (‘000) ons ns Name of Schedule/Dura Output Outcome Indicator (s) Target (s) Programme/Su tion Entity/ (s) (s) 2024 b-Programme Start End ies Areas Date Date Development Area: Health Infrastructure Sector Strategy: Create resilient, environmentally-friendly, and efficient physical infrastructure and Aligned SDG Targets: 3.8 , 9.1 facilities 90 National Strategy 1-5 Provide and maintain an adequate health infrastructure to ensure National Strategy Outcome: Strong health infrastructure efficient and cost effective service delivery Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitatio nsible (‘000) ons ns Name of Schedule/Dura Output Outcome Indicator (s) Target (s) Programme/Su tion Entity/ (s) (s) 2024 b-Programme Start End ies Areas Date Date

18. Health 2009 2030 To establish Access Enabling Extent access to Partial (with medium term MOH Required Cost overruns Infrastruct a modern, to environmen quality health care targets met) W, expertise are a ure fit-for- primary, t for and services in fit- RHAs and significant risk purpose seconda delivery of for-purpose and budgetary for health ry, quality infrastructure partne and/or rehabilitation infrastructu tertiary health care improved rs partner works Mian actions re which heath and services (donor incldue: provides an care and etc.) Budgetary enabling services support resources are i. Establish Extent health 130 health facilities meet environmen improve are limited new facilities are resilient SMART criteria t for the d available and/or and climate-adapted delivery of Implementing upgrade Extent minimum Minimum standards for quality SMART existing standards for health health facilities finalized health care standards may health facilities developed and be cost facilities to and implemented services at prohibitive increase Extent targeted New hospital for St. all levels of inclusive construction/rehabili Catherine commissioned care access to tation of health 100% of construction care and facilities completed works completed on improve Western Child and resilience Adolescent Hospitals and 100% rehabilitation works climate on Cornwall Regional proofing : Hospital completed 50% of targeted new health centres to be constructed, completed 91 National Strategy Establish and implement a sustainable mechanism for supporting human National Strategy Outcome: Health human resources are adequate, 1-6 resources and the level and quality of outputs are high Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitatio nsible (‘000) ons ns Name of Schedule/Dura Output Outcome Indicator (s) Target (s) Entity/ Programme/Su tion (s) (s) 2024 b-Programme Start End ies Areas Date Date Development Area: Health Human Resources Sector Strategy: Review the required competencies for the health sector and establish and implement an Aligned SDG Targets: 3.c evidence-based Human Resources Strategic Plan to ensure a sustainable supply of skills and competencies for the sector

19. Human 2009 2030 To ensure Informa HRH is Extent HRH is Partial MOH The Continued high Resource human tion, strengthen strengthened to W technical levels of s for resources policy, ed and ensure sufficient expertise migration Health are and aligned alignment with is among health (HRH) sufficient in planning with model model of care available care workers Planning number, for of care to requisite human conduct Training i. Develop competenci resource Extent evidence is HRH institution and es and s are available to inform modelling output remain implement distribution strength HRH Policy below required the policy, aligned to ened Sub-Indicators Targets Consisten levels regulatory the model t policy # Of annual HRH needs 3 and of care and support estimates and planning committed modelling tools framework to the produced Labour for Human mission Extent strategies to HRH Strategic Plan market Resources address HRH needs developed and approved and for Health are established output (HRH) (developed and from implemented) health care worker 92 National Strategy Establish and implement a sustainable mechanism for supporting human National Strategy Outcome: Health human resources are adequate, 1-6 resources and the level and quality of outputs are high Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitatio nsible (‘000) ons ns Name of Schedule/Dura Output Outcome Indicator (s) Target (s) Programme/Su tion Entity/ (s) (s) 2024 b-Programme Start End ies Areas Date Date training institution s are robust enough to fill the demands 93 National Strategy Establish Effective Governance Mechanisms for Health Services Delivery National Strategy Outcome: The Health Sector is effectively governed 1-7 Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitatio nsible (‘000) ons ns Name of Schedule/Dura Output Outcome Indicator (s) Target (s) Programme/Su tion Entity/ (s) (s) 2024 b-Programme Start End ies Areas Date Date Development Area: Health Sector Governance Sector Strategy: Strengthen the policy and regulatory framework of the health sector to address issues Aligned SDG Targets: 3.8 such as customer service, equity, human rights, delivery guidelines, research, among other areas

20. Health 2009 2030 To improve Policy, Enabling Extent Relevant policies, MOH Changes Lack of System the regulati environmen governance/regulato legislation and regulations W to consensus, Leadership effectivene ons and t for health ry framework are partially in place, by policies, including push and ss and instituti sector developed and March 2024, including: regulation back from Governanc efficiency of onal governance operational s and Special e service quality and legislation Interest Main actions delivery for and performanc s Groups include: public relevanc e supported regarding i. Implement health e manageme # Of policies, Harmful Reduction of legislative and Policy, improve nt legislation and Alcohol Policy submitted Restructu policy changes Legislative d regulation settled for to Cabinet ring and approval Tobacco Legislation propositio Outbreaks Regulatory settled and submitted to ns are diverting Programme Legislation Committee supported policy attention Draft Food and Drugs Amendment Bill settled Insufficient and forwarded to stakeholder Legislation Committee buy-in ii. Establish # Of Service Level 4 new SLAs established for Governanc Agreements (SLAs) regions and councils and e and established/impleme monitored Performan nted ce Outcome Indicator: 94 National Strategy Establish Effective Governance Mechanisms for Health Services Delivery National Strategy Outcome: The Health Sector is effectively governed 1-7 Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitatio nsible (‘000) ons ns Name of Schedule/Dura Output Outcome Indicator (s) Target (s) Programme/Su tion Entity/ (s) (s) 2024 b-Programme Start End ies Areas Date Date Monitoring Framework % Of SLA Targets met 70% for Portfolio Entities iii. Reform the Extent corporate 8 areas reformed Ministry of structure of MOHW Health & reformed Wellness Outcome Indicator (MOHW) % Customer 70% Corporate Satisfaction Rating Structure Sector Strategy: Facilitate social participation in health care delivery Aligned SDG Targets: 3.8

21. Partnershi To increase Access Enabling ps for service to Environmen Health availability health t for Access through services equitable Main actions social improve and include: participator d inclusive y through access to i. Increase 2009 2030 partnership increase quality Extent public and To be stated MOH Sufficientl Insufficient public and modalities d public- health private service points W, y partnership private private service for patients with Private resourced engagement to service partners delivery hypertension and Sector and meet service points for hips diabetes increased Partne capable delivery needs patients with Outcome Indicators rs partners 95 National Strategy Establish Effective Governance Mechanisms for Health Services Delivery National Strategy Outcome: The Health Sector is effectively governed 1-7 Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitatio nsible (‘000) ons ns Name of Schedule/Dura Output Outcome Indicator (s) Target (s) Programme/Su tion Entity/ (s) (s) 2024 b-Programme Start End ies Areas Date Date hypertension % Of patients in 70% of the patients in the engage in and diabetes programme with programme conditions are public- conditions controlled controlled/managed private partnershi ps to meet service delivery needs National Strategy 1- Introduce a programme for sustainable financing of health care National Strategy Outcome: The health sector is adequately financed 10 Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output Outcome Indicator (s) Target (s) Entity/ Programme/Su tion (s) (s) 2024 b-Programme Start End ies Areas Date Date Development Area: Sustainable Health Financing Sector Strategy: Establish a sustainable financing mechanism for the public health system Aligned SDG Targets: 3.8 96 National Strategy 1- Introduce a programme for sustainable financing of health care National Strategy Outcome: The health sector is adequately financed 10 Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output Outcome Indicator (s) Target (s) Programme/Su tion Entity/ (s) (s) 2024 b-Programme Start End ies Areas Date Date

22. Public 2009 2030 To identify Adequac Enabling MOH Fiscal Insufficient Health sustainable y of environme W, space is funding Financing financing health nt for Private available mechanism financin sustainable sector to s for g health partne support execution improve financing rs and funding of in the d CSOs priority public program health mes Main actions sector include: i. Develop and Outcome Indicator implement % Of priority 80% Health programmes with Financing funding needs met Strategies Output Indicator Extent Health Health Financing Strategy Financing Strategies Paper finalized and developed and submitted to Cabinet implemented Fiscal space study completed ii. Establish To advance Extent Essential Benefits package finalized Budget Insufficient an universal Benefits Package is and approved for delivery support is financial Essential access and developed and within the public health provided resources universal implemented system to fully available to coverage fund and fully fund the resource benefits the package 97 National Strategy 1- Introduce a programme for sustainable financing of health care National Strategy Outcome: The health sector is adequately financed 10 Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output Outcome Indicator (s) Target (s) Programme/Su tion Entity/ (s) (s) 2024 b-Programme Start End ies Areas Date Date Benefits benefits Package11 package National Strategy 1-12 Ensure access to Essential Medicines National Strategy Outcome: Adequate Access to Essential Medicines Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Dura Output Outcome Indicator (s) Target (s) Entity/ Programme/Su tion (s) (s) 2024 b-Programme Start End ies Areas Date Date Development Area: Access to Medicines Sector Strategy: Improve access to vital and essential medicines Aligned SDG Targets: 3.8, 3.b

23. Access to To increase Access Enabling pharmaceu the to environme ticals and proportion pharma nt for medical of ceuticals access to supplies population and pharmaceu Main actions accessing medical ticals and include: pharmaceut supplies 11 This forms a part of the Primary Health Care Reform 98 i. Improve 2009 2030 icals and increase medical Average wait time <50 MOH Fiscal Insufficient access to medical d supplies (minutes) at Drug (Baseline FY 2018/19, 56) W space is funding prescriptio supplies Serv pharmacies MOH available n W, to medicines % Minimum fill rate 85 Private support at Drug on prescriptions at (Baseline FY 2018/19, sector funding of Serv and the pharmacies 85.6) partne priority partner rs and program pharmacie CSOs mes s 99 National Outcome #2 “World-Class Education and Training” Medium Term Strategic Policy Framework Overview The national outcome “World-Class Education and Training” represents the prioritization of creating an education and training system and realizing outcomes that advance human capital and national development, and global competitiveness. “Education and Training” serves as a central axis for development under Vision 2030 Jamaica. The school is largely recognized as the most critical secondary agent of socialization as it holds a captive audience within an institutionalized rules-based environment. It is responsible for the transmission of society’s acceptable values and norms, the development of productive skills and establishing universal standards for conduct that are essential for social integration, bargaining and negotiation. The “hidden curriculum” in school, a concept commonly associated with the work of sociologists Bowles and Gintis, transmits to students, society’s structural arrangements and in the absence of deliberate strategies to create school environments based on equity and inclusion, can serve to recreate structural barriers to mobility and social integration. Education as the most prominent indicator of human capital development also serves as an axis for development as well as a representation of the outcomes of the other tenet of human capital development under Vision 2030 Jamaica – health and wellbeing, effective social protection, and culture. “Education and training” are unexchangeable tenets of the toolkit that has supported Jamaica’s pursuit of a paradigm shift from reliance on the lower forms of capital – fixed and finite – to development that gives primacy to the higher forms of capital – human, cultural, knowledge and institutional. The higher forms of capital are intended to accelerate growth driven by increased productivity and competitiveness in innovation based value-chains. The Jamaican government, supported by local and international development partners (IDPs) and cultural values for education, has made significant investments in education and training. Government’s policy imperatives have also been demonstrated in models that position “education and training” as a critical determinant of social, economic, and environmental development. This has been evidenced in several areas, such as the positioning of the institutional drivers for training within the policy-based structures for economic growth and job creation, and the utilization of education and training as transformational tools in crime reduction initiatives. From the citizenry perspective, this is evidenced by close to universal enrolment of the eligible population up to the secondary level of education. 100 An assessment of the learning outcomes of education and training since the implementation of Vision 2030 Jamaica commenced in 2009, show that the country has fallen short of critical targets regarding participation/attendance and the extent and quality of certification. There is also evidence of inequities in access and outcomes associated with socio-economic status, locale, gender, and differences in abilities. However, these challenges pre-date Vision 2030 Jamaica. The transformation of the education system towards world-class quality service and outcomes commenced prior to the launch of Vision 2030 Jamaica. This transformation has been geared towards addressing gaps in the approaches, structures and institutional arrangements for teaching and learning as well as learning outcomes. Also, there have been efforts to strengthen the relationships between the school and communities and families in recognition that coherence in the cultural elements transmitted by the primary and secondary agents of socialization is critical to students gaining and owning integrated productivity and social skills. Accordingly, MTF 2021-2024 consists of an overarching two pronged policy imperative – improved inclusive access to quality education and training, and improved inclusive learning outcomes from accessing quality education and training. This includes continued focus on universal enrolment and regular attendance in early childhood, primary and secondary level education. It also includes advancing a standards-driven, outcome-based approach to education at all levels, including implementing the National Standard Curriculum (NSC) for Grades 1-9 and developing frameworks around increased focus on teaching and learning during contact time between schools and students. There is also focus on ensuring that education and training is evidence-based through strengthening of data and information systems and implementing a new National Assessment Programme (NAP). A focus on inclusion and equity is demonstrated in initiatives geared towards developing, implementing, and continuously improving the integration of flexible pathways to learning, competency and skills building, and certification from early childhood to higher education. The focus on inclusion and equity also extends to addressing the special needs of students regarding differences in abilities, socio-economic status of families and talents, and gender. These differences impact ability to interact with school administration, learning facilitation methods and styles, and the physical infrastructure of schools, among other areas. The alignment between education and training and national development and labour market needs continues to be prioritized. While the MTF provides a policy-driven strategic framework for advancing the achievement of “World-Class Education and Training” the programming presented in the document is not exhaustive and there is consideration that revisions may be made in response to changes in the development environment as well as innovations based on lessons learned and emerging good practice. 101 Medium Term Results and Policy-Driven Strategies and Development Programmes Table 2A below presents medium-term targets for “World-Class Education and Training” and selected data. The medium term performance is based on the extent to which the expected policy-driven results from strategic programming and implementation are achieved (see next table). Partners in development contribute to the achievement of the medium-term targets by aligning their planning to the strategies and programmes. Table 2A: Table of Indicators - National Outcome #2 – “World-Class Education and Training” National Outcome # 2 – World Class Education and Training National Outcome Baseline Actual Targets Indicators 2007 2012 2015 2018 2019 2020 2021 2012 2015 2018 2021 2022 2023 2024 2027 2030 Adult Literacy Rate (15 86.0 91.7 91.7 91.7 91.7 91.7 91.7 89.7 ≥ ≥ ≥ 93.3 ≥ 93.3 ≥ 98.3 and over) - Both sexes 91.6 91.6 (%) Adult Literacy Rate (15 80.5 89.4 89.4 91.7 91.7 91.7 91.7 84.4 ≥ ≥ ≥ 90.7 ≥ 90.7 ≥ 98.3 and over) – Male (%) 88.2 88.2 Adult Literacy Rate (15 91.1 93.5 93.5 93.5 93.5 93.5 93.5 93.0 ≥ ≥ ≥ 94.9 ≥ 94.9 ≥ 98.3 and over) – Female (%) 94.9 94.9 Grade 4 literacy rates 63.5 73.7 86.3 82.8 84.0 75 86.5 ≥ ≥ 86.5 ≥ 86.5 ≥ 96.0 (%) – Both sexes (1) 86.5 Grade 4 literacy rates 53.2 64.6 79.9 75.5 65 67.9 ≥ 73 ≥ 81.6 ≥ 81.6 ≥ 96.0 (%) – Male Grade 4 literacy rates 76.6 83.2 92.5 90.3 86 87 ≥ 89 ≥ 92.5 ≥ 92.5 ≥ 96.0 (%) – Female % of students sitting 29.5 31.9 39.5 36.2 38.2 42.9 29.5 31.9 39.5 45 45 45 60-80 CSEC exams passing 5 (prov.) or more subjects including English Language and/or Maths Gross Enrolment Rate at 31.4 35.4 33.0 28.7 35 35-45 38 38 38 50-70 the tertiary level (%) (prov.) % of Labour Force (14 to 18.52 23.5 - - 25 25 30 30 30 50 65) that is certified - (prov.) (prov.) Both sexes Grade 4 Numeracy Rates 54 63.6 65.6 55.0 65.7 85 85 85 ≥ 96.0 Secondary level 94.4 91.9 97.4 88.5 107.6 91.9 95 98- 98- 98- 98- 100 enrolment rates (%) 100 100 100 102 Attendance rates – Early 76.6 79.4 78.0 73 79.4 79.4 79.4 85 85 85 ≥ 95.0 Childhood (%) Attendance rates – 83.1 86.8 85.3 82.8 86.1 86.8 86.8 86.8 88.9 88.9 ≥ 95.0 Primary (%) Attendance rates – 82.7 84.9 81.8 79.2 75.3 84.9 84.9 84.9 87.4 87.4 ≥ 95.0 Secondary (%) The planned strategies and development programming for “World-Class Education and Training” are aligned with SDGs 4 and 8. Figure 2A - Alignment of National Outcome 2 “World Class Education and Training” and the SDGs SDG 8: Promote SDG 4: Ensure sustained, inclusive inclusive and and sustainable equitable quality economic growth, education and full and productive promote lifelong employment and learning decent work for all Table 2B shows the national and sector strategies and aligned programming that will be implemented by government and other partners in development over the period FY 2021/22 – FY 2023/24 to advance “World-Class Education and Training” and aligned SDGs. Stakeholders are encouraged to align your planning to what is presented in the table. 103 Table 2B. National Strategies and Medium-Term Policy-Driven Sector Strategies, Programmes and Results – “World-Class Education and Training” National Strategy 2-1: Ensure that children 0-8 years old have access to adequate National Strategy Outcome: Children 0-8 years old are appropriately educated and early childhood education and development programmes developed Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estima Assumptions Risks/Limitat e Entity/ies ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Costs Programme Area on Indicator (s) 2024 (000) Start End Date Date Development Area: Early Childhood Care and Development Sector Strategy: Improve inclusive and equitable access to developmentally appropriate early childhood education and development Aligned SDG Targets: 4.2, 4.5 programmes

1. Inclusive Access 2009 2030 To provide Access to Inclusive and Outcome Indicators: ECC / Sufficient Insufficient to quality and inclusive and developm equitable MOEYI resources and resources % Of children To Be Stated developmentally equitable entally access to capacities – and 3-5 years appropriate early access to appropria development human, capacities – enrolled in childhood developmental te early ally financial, human, early education ly appropriate childhood appropriate technology financial, childhood early childhood education early technology institutions Institutions that are education and and childhood Cultural norms maintained at the % Of children To Be Stated development developm education supportive of Insufficient highest standards / aged 6 programme ent and early stakeholder safe learner-centred, performing program development childhood buy-in well-maintained ECI at the mes programmes educational facilities required increased participation Disruptions Grade 1 owing to the Readiness Families have COVID-19 level sufficient pandemic Main actions resources to and/or other include: engage with shocks i. Provide early Outcome Indicators: early stimulation % Of To Be Stated childhood programmes targeted education children 0-3 years 104 National Strategy 2-1: Ensure that children 0-8 years old have access to adequate National Strategy Outcome: Children 0-8 years old are appropriately educated and early childhood education and development programmes developed Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estima Assumptions Risks/Limitat e Entity/ies ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Costs Programme Area on Indicator (s) 2024 (000) Start End Date Date accessing Instructional Brain delivery modes Builders cater to the Programme range of Output Indicator: learning needs # Of Brain 195 and student Builder resources Centres Baseline 116, (BBCs) (FY 2020/21) Stakeholder established support for a and regulated, maintained standards- ii. Provide universal Outcome Indicators: driven early access to early % Of children To Be Stated childhood childhood 3-6 years development education enrolled in sector early childhood Sufficient institutions capacity to (ECIs) manage risks Output Indicators: associated Ratio of To Be Stated with new children 3-6 waves of the years to COVID-19 number of pandemic early childhood 105 National Strategy 2-1: Ensure that children 0-8 years old have access to adequate National Strategy Outcome: Children 0-8 years old are appropriately educated and early childhood education and development programmes developed Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estima Assumptions Risks/Limitat e Entity/ies ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Costs Programme Area on Indicator (s) 2024 (000) Start End Date Date institutions (ECIs) # Of Infant 108 basic schools schools rationalized transitioned to (of targeted form 51 infant # to be schools and 47 transitioned infant from private departments to government run schools) iii. Establish Outcome Indicators: Regulatory and % Of ECIs ≥96% Standards-Driven registered Framework for with the ECC the delivery of #Of ECIs 40 per year / early childhood receiving 120 total education and certificate of (Baseline 2) care services registration (including certification of # Of ECIs 50 per year / ECIs) without 150 total certificate of registration 106 National Strategy 2-1: Ensure that children 0-8 years old have access to adequate National Strategy Outcome: Children 0-8 years old are appropriately educated and early childhood education and development programmes developed Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estima Assumptions Risks/Limitat e Entity/ies ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Costs Programme Area on Indicator (s) 2024 (000) Start End Date Date with permit to operate iv. Equip basic and Ratio of To Be Stated infant schools trained with trained teachers to teachers students aged 0-6 years Average To Be Stated completion rate of planned number of hours of teaching per academic year by age for students 3-6 years v. Implement % Of To be stated Assessment students Programme for receiving early childhood learning education interventions at age 5 based on Age 107 National Strategy 2-1: Ensure that children 0-8 years old have access to adequate National Strategy Outcome: Children 0-8 years old are appropriately educated and early childhood education and development programmes developed Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estima Assumptions Risks/Limitat e Entity/ies ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Costs Programme Area on Indicator (s) 2024 (000) Start End Date Date Four (4) Readiness Assessment

2. Effective Parenting Education and Support Main actions include: i. Establish and # Of Parent 120 maintain Parent Places Places established Baseline 74, FY and 2020/21) maintained National Strategy 2- Enable a Satisfactory Learning Environment at the Primary National Strategy Outcome: Each primary school graduate has achieved his/her fullest 2: Level potential/talents and is fully prepared and ready to access secondary education Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme Area on Indicator (s) 2024 (000) Start End Date Date Development Area: Primary Level Curriculum and Learning 108 National Strategy 2- Enable a Satisfactory Learning Environment at the Primary National Strategy Outcome: Each primary school graduate has achieved his/her fullest 2: Level potential/talents and is fully prepared and ready to access secondary education Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme Area on Indicator (s) 2024 (000) Start End Date Date Sector Strategy: Deliver an integrated and comprehensive curriculum that fosters an enquiry-based approach to learning, Aligned SDG Targets: 4.1, 4.a cultivates the skills and attitudes of reflective learning and self-disciplined study, effectively addressing new and emerging issues at both local and global levels

3. Primary 2009 2030 To develop and Integratio Integrated MOEY Sufficient Insufficient Education implement an n of and resources and resources Curriculum, integrated and internatio comprehensi capacities – and Assessment and comprehensiv nally ve primary human, capacities – Learning e curriculum relevant education financial, human, Outcome that fosters an teaching curriculum technology financial, Main actions enquiry-based towards fostering technology include: approach to enquiry enquiry- Families have i. Implement learning, based and based Outcome Indicators: sufficient Insufficient programmes in cultivates the reflective approach to Primary To be stated resources to stakeholder support of skills and learning, learning, school engage with buy-in universal attitudes of and self- cultivating completion primary enrolment, reflective discipline the skills and rate education Disruptions regular student learning and d study in attitudes of Primary To be stated owing to the attendance and self-disciplined primary reflective school Drop- Instructional COVID-19 completion of study, and level learning and out rate delivery modes pandemic primary level addresses new curriculu self- cater to the and/or other education and emerging m disciplined range of shocks (Grades 1-6) issues at both advanced study, and learning needs ii. Implement local and global effectively Outcome Indicators: and student National levels addressing % Of primary To be stated resources Standard new and school Curriculum (NSC) emerging students Stakeholder and National issues at achieving at support for a 109 National Strategy 2- Enable a Satisfactory Learning Environment at the Primary National Strategy Outcome: Each primary school graduate has achieved his/her fullest 2: Level potential/talents and is fully prepared and ready to access secondary education Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme Area on Indicator (s) 2024 (000) Start End Date Date Assessment both local or above standards- Programme and global minimum driven (NAP) at the levels scores in outcome- Primary level Grade 4 based primary literacy education examinations system per year % Of primary To be stated NSC and NAP school implemented students according to achieving at schedule or above meeting key minimum performance scores in targets Numeracy examinations Sufficient per year capacity to % Of primary - 65% Lang. manage risks school Arts associated students - 55% Science with new achieving - 65% Social waves of the proficiency in Studies COVID-19 national pandemic examinations at the grade 6 level per year 110 National Strategy 2- Enable a Satisfactory Learning Environment at the Primary National Strategy Outcome: Each primary school graduate has achieved his/her fullest 2: Level potential/talents and is fully prepared and ready to access secondary education Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme Area on Indicator (s) 2024 (000) Start End Date Date Output Indicators: Insufficient resources Extent NSC To improve the Curriculu and capacity developed relevance of the m and to fully and curriculum Support implement implemented offerings to all Services all in Primary levels of the Branch, curriculum schools education Schools offerings system by 2023 Operation across the Extent NAP To be stated sector developed and implemented in Primary Schools 111 National Strategy 2-3: Ensure that the secondary school system equips school leavers to access National Strategy Outcome: Secondary school leavers attain standards further education, training and/or decent work necessary to access further education, training and/or decent work and be productive and successful Jamaicans Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme Area on Indicator (s) 2024 (000) Start End Date Date Development Area: Secondary Level Curriculum and Learning Sector Strategy: Establish and implement curricula to create internationally competitive Jamaican graduates with skills, Aligned SDG Targets: 4.1, 4.5, 4.4 competencies, values and attitudes, and interests which meet globally accepted norms (a well-rounded individual who achieves academically, has a skill and is conversant in a foreign language, is IT literate and has exposure to sports and the arts)

4. Multiple Learning 2009 2030 To apply Implemen Internationall Secondary To be stated MOEYI Sufficient Insufficient Pathways to standards- tation of y competitive school resources and resources equip secondary based curricula curricula Jamaican completion capacities – and graduates to to create to create graduates, at rate (7 years human, capacities – transition to internationally internatio the of secondary financial, human, higher education competitive nally secondary schooling) technology financial, and/or work secondary competiti level of % Of To be stated technology level graduates ve education, students Families have with the Jamaican with skills, passing at sufficient Insufficient requisite graduates competencie least five resources to stakeholder certification at the s, values and CSEC engage with buy-in and skills to secondary attitudes, subjects at secondary transition to level of and interests Grade 11 at education Disruptions post- education which meet grades 1-3 owing to the secondary/tert advanced globally (including Instructional COVID-19 iary education accepted Mathematics delivery modes pandemic and/or work norms and English cater to the and/or other Language) range of shocks 112 % Of To be stated learning needs Students and student completing resources post Grade 11 secondary Stakeholder schooling support for a with standards- requisite driven certification outcome- Main Actions: based secondary i. Alternative Extent To be stated education Pathways to students are system Secondary assigned to Education (APSE) pathways NSC and NAP based on implemented assessments according to of learning schedule needs meeting key ii. Fully integrate % STEM To be Stated performance STEAM and TVET institutions targets across all (6) and programmes at performing Sufficient the secondary arts capacity to level institution (1) manage risks constructed associated and/or with new operational waves of the iii. Provide university Extent 10% increase in MOEY, COVID-19 and college credit university the number of MOT, pandemic programmes in and college students AHLA, high schools credit obtaining Secondar Additional Students programmes college credit in y and institutions upon provided in high school Tertiary will readily transitioning high schools Principals participate in to tertiary Baseline: 12 high offering the institutions schools offer the 113 HTMP/OAD HTMP. There and the Customer will remain a world of Service in steady market work may partnership with over the years change their 7 tertiary which attract career focus institutions (5 students with leading to public and 2 this the private) qualification continued iv. Provide sixth 2010 Ongoi Extent Each student MOEY, gap in forth programme ng students exit leaves high with CCCJ, Large number technical with dual high school a minimum of Public of students expertise pathways – CAPE, with one marketable Tertiary will choose the required in and Career marketable skills to facilitate Institutio available pool areas of the Advancement skills and/or transition to ns, of tourism and Programme (CAP) meeting work and/or Private opportunities hospitality and occupational matriculation tertiary studies tertiary sector associate degrees requirements and post- Adequate for tertiary secondar technical Learning Loss education y experts in the from the institutio teaching COVID-19 ns, cohort pandemic Extent CAPE, 100% accessible could see a CAP and to all students National, Adequate reduction in occupational exiting Grade 11 Regional, numbers of the number associate each academic and students will of students degrees year Internatio continue to qualifying for accessible to nal meet the entry Pathways 1 students as Examinati requirements and 2, which pathways in on Bodies to access is where the sixth form Pathways 1 majority of programme and 2 students usually rank 114 v. Support school- % Of Grades At least 75% of Funding to-work 10 and 11 Grades 10 and available to Resource transition: students 11 students continue with limitations to participating pursuing the initiative meet a. Reactivate/Im in Work technical on a wide scale operational plement the Experience courses exposed and Work Programme to work Industry programme Experience experience stakeholders support Programme at % Of 100% of will readily needs of the Secondary students students partner with some Level completing completing an the MOEY technical Occupational Occupational areas Associate Associate Degree Degree Insufficient participate in participate in opportunities internship internship as a for industry requirement for exposure in course some completion geographic locations National Strategy 2-4: Accelerate the process of creating and implementing a National Strategy Outcome: A standards-driven outcomes-based education system standards-driven and outcomes-based education system Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estima Assumptions Risks/Limitat e Entity/ies ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Costs Programme Area on Indicator (s) 2024 (000) Start End Date Date Development Area: Standards-driven and outcomes-based education system Sector Strategy: Develop curricula at all levels that create well rounded, eager to learn self-driven students with inquiring minds to garner requisite skills and Aligned SDG Targets: 4.1, 4.2, 4.5 competencies, and values and attitudes to effectively move them through each progressive stage 115 National Strategy 2-4: Accelerate the process of creating and implementing a National Strategy Outcome: A standards-driven outcomes-based education system standards-driven and outcomes-based education system Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estima Assumptions Risks/Limitat e Entity/ies ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Costs Programme Area on Indicator (s) 2024 (000) Start End Date Date

5. Build capacity for 2009 2030 To provide a Curricula Well- Sufficient Insufficient differentiated standardized at all rounded resources and resources learning framework for levels that graduates capacities – and Sub-Programmes the holistic and create with human, capacities – and Actions inclusive well requisite financial, human, development rounded, skills and technology financial, i. Develop/Strength of students eager to competencie Extent policy National technology en policy and through learn self- s, values and framework Pathways in The regulatory regulatory achieving driven attitudes to for Education and Insufficient framework targets set for students effectively standards- Policy institutional stakeholder academic with transition driven, completed frameworks buy-in performance, inquiring through the outcome- Higher are relevant and meeting minds to progressive based Education and agile Disruptions expectations garner stages of education policy owing to the for attitudes requisite education system completed Instructional COVID-19 and behaviour skills and and from strengthened delivery modes pandemic ii. Develop and competen school to Extent NSC To be stated cater to the and/or other implement cies, work developed/i range of shocks National values mplemented learning needs Standard and and student Curriculum (NSC) attitudes resources iii. Develop and to Extent NAP To be stated implement new effectively developed/i Stakeholder National move mplemented support for a Assessment them standards- Programme through driven (NAP) 116 National Strategy 2-4: Accelerate the process of creating and implementing a National Strategy Outcome: A standards-driven outcomes-based education system standards-driven and outcomes-based education system Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estima Assumptions Risks/Limitat e Entity/ies ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Costs Programme Area on Indicator (s) 2024 (000) Start End Date Date iv. Implement the each Extent To be stated outcome- Curriculum for progressiv Curriculum based Students with e stage for Students education Moderate to implemen with system Profound ted Moderate to Intellectual Profound NSC and NAP Disabilities Intellectual implemented Disabilities according to implemented schedule v. Implement Extent To be stated meeting key gender-based gender performance learning differences in targets programme (to learning and address learning learning Sufficient disparities outcomes capacity to between males addressed in manage risks and females) gender- associated based with new learning waves of the programme COVID-19 vi. Institutionalize a Extent To be stated pandemic structured Character Citizenship Education Education developed/i (Character mplemented Education/Values and 117 National Strategy 2-4: Accelerate the process of creating and implementing a National Strategy Outcome: A standards-driven outcomes-based education system standards-driven and outcomes-based education system Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estima Assumptions Risks/Limitat e Entity/ies ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Costs Programme Area on Indicator (s) 2024 (000) Start End Date Date Attitude Programme) within the curriculum for implementation in schools up to the secondary level vii. Support equity in To promote Students’ Ratio of 1 – 0.85 access to equity in access to access to (quintile 5 – textbooks access to required textbooks quintile 1) (through required textbook across the 5 Textbook textbooks improved socio- Target 1:1 Programme) economic quintiles Sector Strategy: Provide a teaching and learning environment that facilitates equitable access and caters to the psycho-social and intellectual Aligned SDG Targets: 4.c development needs of all teachers and students

6. Teaching and 2009 2030 To provide a Access to Teaching and Sufficient Insufficient Learning teaching and teaching learning resources and resources Environment learning and environment capacities – and environment learning that human, capacities – Main actions that facilitates environm facilitates financial, human, include: equitable ent that equitable technology financial, i. Develop and access and equitably access and technology implement caters to the and caters to the The regulatory systems for psycho-social inclusively psycho-social and 118 National Strategy 2-4: Accelerate the process of creating and implementing a National Strategy Outcome: A standards-driven outcomes-based education system standards-driven and outcomes-based education system Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estima Assumptions Risks/Limitat e Entity/ies ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Costs Programme Area on Indicator (s) 2024 (000) Start End Date Date quality assurance and caters to and institutional Insufficient and intellectual the intellectual frameworks stakeholder accountability in development psycho- development are relevant buy-in schools needs of all social and needs of all and agile Sub-actions include teachers and intellectu teachers and Disruptions students al students Stakeholder owing to the a. Strengthen developm Extent NEI support for a COVID-19 the capacity ent needs capacity of established as standards- pandemic of the of all NEI Executive driven and/or other National teachers developed Agency outcome- shocks Education and NEI Training based Inspectorate students Course education (NEI) to increased accredited system deliver on its mandate Sufficient capacity to ii. Institute in manage risks schools associated the support and with new conditions waves of the that teachers COVID-19 need to pandemic develop (teacher pupil ratio, school wide criteria for/vision of good teaching 119 National Strategy 2-4: Accelerate the process of creating and implementing a National Strategy Outcome: A standards-driven outcomes-based education system standards-driven and outcomes-based education system Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estima Assumptions Risks/Limitat e Entity/ies ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Costs Programme Area on Indicator (s) 2024 (000) Start End Date Date in place, mentors identified, time tabled sessions for discussion of teaching etc.) Sub-actions include: a. Establish and - - To establish Delivery Professional Extent Jamaica institutionalize and maintain of standards- relevant Teaching a professional teaching as a professio driven legislation Council Bill teaching profession, nal teaching at developed enacted workforce including standards all levels of and in effect professional -driven the Extent to Revised standards, teaching education which Teacher governance improved system Teacher Appraisal arrangements appraisal Model and the framework in developed by enabling place and 2021 environment operationaliz Revised for ed Teacher strengthened Appraisal professionalis Model m implemented and updated 120 National Strategy 2-4: Accelerate the process of creating and implementing a National Strategy Outcome: A standards-driven outcomes-based education system standards-driven and outcomes-based education system Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estima Assumptions Risks/Limitat e Entity/ies ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Costs Programme Area on Indicator (s) 2024 (000) Start End Date Date every 2-years, starting 2023 National Strategy 2-5: Develop and establish financing and management National Strategy Outcome: Effective financing and management of schools mechanisms for schools Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estima Assumptions Risks/Limitat e Entity/ies ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Costs Programme Area on Indicator (s) 2024 (000) Start End Date Date Development Area: Financing of Education and Management of Schools Sector Strategy: Develop and implement strategies to support sustainable and equitable financing of education and schools Aligned SDG Targets: 4.1

7. Sustainable 2009 2030 To support Regulator Sustainable MOEYI Sufficient Insufficient Financing of sustainable y and and resources and resources Education and and equitable institution equitable capacities – and Schools financing of al financing of human, capacities – Main actions education and framewor education financial, human, include: schools ks and and schools technology financial, resources technology i. Continue the for Extent To be stated The regulatory implementation financing MTRBB and Insufficient of the Medium of utilized as institutional stakeholder Term Results education budgeting frameworks buy-in 121 National Strategy 2-5: Develop and establish financing and management National Strategy Outcome: Effective financing and management of schools mechanisms for schools Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estima Assumptions Risks/Limitat e Entity/ies ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Costs Programme Area on Indicator (s) 2024 (000) Start End Date Date Based Budgeting and framework in are relevant (MTRBB) in schools schools and agile Disruptions schools strengthe owing to the ii. Implement the ned Extent To be stated Sufficient COVID-19 standardization standardized capacity to pandemic of the financial financial manage risks and/or other management management associated shocks reporting system reporting with new system waves of the developed/o COVID-19 perationalize pandemic d iii. Continue the Extent To be stated implementation compliance of the non- with non- mandatory mandatory tuition fee policy tuition fee in public schools policy in public schools iv. Continue the Extent PATH 190,000 implementation beneficiaries of full support in schools receive targeted benefits and 122 National Strategy 2-5: Develop and establish financing and management National Strategy Outcome: Effective financing and management of schools mechanisms for schools Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estima Assumptions Risks/Limitat e Entity/ies ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Costs Programme Area on Indicator (s) 2024 (000) Start End Date Date for the students within on PATH12 schedule National Strategy 2-6: Ensure a physical environment in all schools that is safe and National Strategy Outcome: A physical environment in all schools that is safe and conducive to learning at all levels of the school system conducive to learning at all levels of the school system Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estima Assumptions Risks/Limitat e Entity/ies ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Costs Programme Area on Indicator (s) 2024 (000) Start End Date Date Development Area: Physical Environment in Schools Sector Strategy: Create 21st century physical environment in all schools that is safe and conducive for teaching and Aligned SDG Targets: 4.a learning

8. Physical 2009 2030 To create a School A physical Sufficient Insufficient Environment in physical facilities environment resources and resources Schools environment in are in all schools capacities – and schools that is designed that is safe human, capacities – 12 Books, transportation, insurance, lunch etc. 123 National Strategy 2-6: Ensure a physical environment in all schools that is safe and National Strategy Outcome: A physical environment in all schools that is safe and conducive to learning at all levels of the school system conducive to learning at all levels of the school system Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estima Assumptions Risks/Limitat e Entity/ies ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Costs Programme Area on Indicator (s) 2024 (000) Start End Date Date Main actions safe and and and financial, human, include: conducive to managed conducive for technology financial, i. Develop teaching and for safety teaching and Extent policy Safe School MOEYI technology regulatory learning and learning framework policy /to be framework for learning for safety in further stated safe schools schools developed/i mplemented National Strategy 2-7: Ensure that adequate and high quality tertiary education is provided National Strategy Outcome: Adequate and high quality tertiary education is with an emphasis on the interface with work and school provided with an emphasis on the interface with work and school Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estima Assumptions Risks/Limitat e Entity/ies ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Costs Programme Area on Indicator (s) 2024 (000) Start End Date Date Development Area: Tertiary Education Sector Strategy: Develop a fit-for-purpose higher education sector with broad based, relevant curricula capturing new Aligned SDG Targets: 4.3, 4.4 and emerging trends that enable the student to access the labour market (national, regional, global) readily upon completion

9. Tertiary 2009 2030 To establish a Access to Fit-for- Sufficient Insufficient Education fit-for-purpose tertiary purpose resources and resources Development higher education higher capacities – and 124 National Strategy 2-7: Ensure that adequate and high quality tertiary education is provided National Strategy Outcome: Adequate and high quality tertiary education is with an emphasis on the interface with work and school provided with an emphasis on the interface with work and school Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estima Assumptions Risks/Limitat e Entity/ies ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Costs Programme Area on Indicator (s) 2024 (000) Start End Date Date Main actions education curricula education human, capacities – include: sector and sector financial, human, i. Strengthen the program Extent legal To be stated technology financial, legal and policy mes that framework technology framework for meet for higher Students value the Higher national education higher Insufficient Education Sector developm sector education as stakeholder ent and developed providing buy-in student and them with needs operationaliz increased Disruptions increased ed employability owing to the Extent policy Higher COVID-19 framework Education Adequate pandemic for higher policy financing and/or other education completed options for shocks sector higher education are developed available to and students operationaliz ed The regulatory ii. Establish, staff Extent JTEC JTEC Bill and and Bill enacted institutional fund Jamaica developed frameworks Tertiary and in effect are relevant Education Extent ISO 9001:2015 and agile Commission Quality certification (JTEC) with Management maintained 125 National Strategy 2-7: Ensure that adequate and high quality tertiary education is provided National Strategy Outcome: Adequate and high quality tertiary education is with an emphasis on the interface with work and school provided with an emphasis on the interface with work and school Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estima Assumptions Risks/Limitat e Entity/ies ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Costs Programme Area on Indicator (s) 2024 (000) Start End Date Date mandate to System ISO/IEC Instructional include the developed/o 17020:2012 delivery modes collection/analy perationalize acquired cater to the sis of d range of institutional Extent Comprehensiv learning needs research data Tertiary e higher and student Education education resources Management research Information database Stakeholder System completed support for a (TEMIS) within standards- Developed timeframe driven and (repository outcome- operationaliz developed and based ed populated) education Annual system National Student Sufficient Satisfaction capacity to Survey (NSSS) manage risks Reports associated published with new within agreed waves of the timeframe COVID-19 Annual Survey pandemic of Tertiary Institutions 126 National Strategy 2-7: Ensure that adequate and high quality tertiary education is provided National Strategy Outcome: Adequate and high quality tertiary education is with an emphasis on the interface with work and school provided with an emphasis on the interface with work and school Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estima Assumptions Risks/Limitat e Entity/ies ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Costs Programme Area on Indicator (s) 2024 (000) Start End Date Date (ASTI) Reports Published iii. Facilitate Flexible Extent access Databases on Learning to tertiary scholarship Pathways education and information programme tuition fees published within schedule Extent training to support student access to flexible learning pathways developed/i mplemented iv.Reorganize the To be stated To be stated funding support for tertiary institutions 127 National Strategy 2-7: Ensure that adequate and high quality tertiary education is provided National Strategy Outcome: Adequate and high quality tertiary education is with an emphasis on the interface with work and school provided with an emphasis on the interface with work and school Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estima Assumptions Risks/Limitat e Entity/ies ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Costs Programme Area on Indicator (s) 2024 (000) Start End Date Date Sector Strategy: Strengthen the systems, institutional arrangements, and mechanisms for quality assurance for Higher Education13 Aligned SDGs Targets: 4.3, 4.4

10. Quality To strengthen Systems, Strong JTEC, Sufficient Insufficient Assurance for the systems, institution systems, MOEY, UCJ resources and resources Higher Education institutional al institutional capacities – and arrangements, arrangem arrangement human, capacities – Main actions and ents, and s, and financial, human, include: mechanisms mechanis mechanisms technology financial, for quality ms for for quality technology i. Monitor and assurance for quality assurance for Extent HEIs To be stated The regulatory support the Higher assurance Higher registered and Insufficient compliance of Education for Higher Education with relevant institutional stakeholder Higher Education Education certification frameworks buy-in Institutions (HEIs) strengthe and are relevant with quality and ned accreditation and agile Disruptions regulatory bodies owing to the standards Stakeholder COVID-19 ii. Strengthen the Extent To be stated support for a pandemic Registration Registration standards- and/or other Framework for Framework driven shocks Higher Education for HEIs outcome- Institutions (HEIs) developed/i based mplemented education system 13 Higher Education is accepted at the chosen term to be used instead of Tertiary Education (Higher Education Summit Committee) 128 National Strategy 2-7: Ensure that adequate and high quality tertiary education is provided National Strategy Outcome: Adequate and high quality tertiary education is with an emphasis on the interface with work and school provided with an emphasis on the interface with work and school Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estima Assumptions Risks/Limitat e Entity/ies ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Costs Programme Area on Indicator (s) 2024 (000) Start End Date Date Sufficient capacity to manage risks associated with new waves of the COVID-19 pandemic National Strategy 2-8: Expand Mechanisms to provide education and training for all, National Strategy Outcome: Education and Training for all including unattached youth Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estima Assumptions Risks/Limitat e Entity/ies ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Costs Programme Area on Indicator (s) 2024 (000) Start End Date Date Development Area: Inclusive and Equitable Education and Training Sector Strategy: Improve access to training and improve the range of training programmes available to all Aligned SDG Targets: 4.4, 4.5, 8.6

11. Training and To provide Inclusion Enabling HEART/N Sufficient Insufficient Certification of inclusive and and environment STA Trust, resources and resources Population/Work equitable equity in for certified MOEYI, capacities – and force access to access to Jamaican tertiary human, capacities – training for all population/w level 129 National Strategy 2-8: Expand Mechanisms to provide education and training for all, National Strategy Outcome: Education and Training for all including unattached youth Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estima Assumptions Risks/Limitat e Entity/ies ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Costs Programme Area on Indicator (s) 2024 (000) Start End Date Date Jamaicans and relevant/ orkforce in institutions, financial, human, build and marketabl training and other technology financial, sustain a e vocational training technology globally education skill institutions Students value competitive and certification as Insufficient Main actions Jamaican training providing stakeholder include: labour force, througho them with buy-in i. Strengthen responsive to Extent HEART/NSTA ut the life increased regulatory the demands relevant/targe regulations course employability Disruptions framework for and ted completed complexities of increased owing to the delivery of world laws/regulati the modern The regulatory COVID-19 class training and ons/policies workplace and pandemic certification developed and institutional and/or other operationaliz frameworks shocks ed are relevant ii. Provide access to % Rate of 70% and agile globally relevant Certification (58,390) and certified in TVET and Instructional training through Other delivery modes the HEART/NSTA Training cater to the Trust and other Programmes range of approved learning needs institutions and student iii. Transform Extent Strategic resources HEART/NSTA HEART/NSTA Review of into an institution reorganized/ HEART Stakeholder delivering world capacity built Trust/NSTA support for a completed standards- 130 National Strategy 2-8: Expand Mechanisms to provide education and training for all, National Strategy Outcome: Education and Training for all including unattached youth Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estima Assumptions Risks/Limitat e Entity/ies ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Costs Programme Area on Indicator (s) 2024 (000) Start End Date Date class STEAM to deliver driven education work class outcome- STEAM based education education system iv. Establish National Extent Mentorship National Sufficient Programme Mentorship capacity to Programme manage risks developed associated and with new implemented waves of the COVID-19 pandemic 131 National Strategy 2-10: Establish a National Qualification Framework National Strategy Outcome: National Qualification Framework Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estima Assumptions Risks/Limitat e Entity/ies ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Costs Programme Area on Indicator (s) 2024 (000) Start End Date Date Development Area: National Qualification Framework Sector Strategy: Create a system of recognized quality, articulated learning, and career paths Aligned SDG Targets: 4.4

12. National To establish a Access to Internationall MOEYI, Sufficient Insufficient Qualification National multiple y recognized JTEC resources and resources Framework Qualification pathways National capacities – and Framework for Qualification human, capacities – towards competen System financial, human, Main actions achieving (NQS) cy technology financial, include: internationally building technology comparable i. Establish National and Extent NQSP National Stakeholders high Qualifications certificati developed Qualifications value the Insufficient population/wor System Policy kforce on and System Policy range of stakeholder (NQSP) certification increased operationaliz (NQSP) options buy-in rates and ed Completed provided for ii. Implement global Extent NHCDS competency Disruptions National Human competitivenes NHCDS Implemented building and owing to the Capital s developed/i on schedule certification COVID-19 Development mplemented pandemic Strategy (NHCDS) The regulatory and/or other iii. Register higher # Of higher >100 and shocks education education institutional qualifications qualifications frameworks registered are relevant # Of To be stated and agile partnerships promoting Stakeholder student support for a 132 National Strategy 2-10: Establish a National Qualification Framework National Strategy Outcome: National Qualification Framework Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estima Assumptions Risks/Limitat e Entity/ies ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Costs Programme Area on Indicator (s) 2024 (000) Start End Date Date mobility, standards- qualifications driven portability outcome- and linkages based in education international system system iv. Establish Jamaica Extent access JCAT Sufficient Credit to learning developed and capacity to Accumulation records system manage risks and Transfer (general operationalize associated System (JCATS) workforce) d with new under JCATS waves of the COVID-19 pandemic 133 National Strategy 2-11: Strengthen the mechanisms to align training with demands for National Strategy Outcome: Training aligned with demands for the labour market the labour market Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estima Assumptions Risks/Limitat e Entity/ies ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Costs Programme Area on Indicator (s) 2024 (000) Start End Date Date Development Area: Training and Labour Market Alignment Sector Strategy: Develop data and information systems on the labour market and the education and training sectors to Aligned SDG Targets: 8.b, 17.18 inform programme offerings and selection

13. Data and To develop Access to Quality data Sufficient Insufficient information for data and informati and resources and resources aligning information on on information capacities – and education and systems on the education systems to human, capacities – training with labour market and inform financial, human, labour market and the training alignment of technology financial, needs education and program education technology and training Main actions training mes and Key with include: sectors to labour stakeholders Insufficient demands for i. Strengthen inform market the labour To be stated To be stated provide stakeholder labour market programme needs market required data buy-in data and offerings and increased and/or utilize information selection data and Disruptions systems information owing to the ii. Develop and To be stated To be stated systems in COVID-19 implement decision pandemic National Central making and/or other Repository on the shocks Education and The regulatory Training Sector and (data) institutional frameworks are relevant and agile 134 National Strategy 2-11: Strengthen the mechanisms to align training with demands for National Strategy Outcome: Training aligned with demands for the labour market the labour market Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estima Assumptions Risks/Limitat e Entity/ies ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Costs Programme Area on Indicator (s) 2024 (000) Start End Date Date Stakeholder support for a standards- driven outcome- based education system Sufficient capacity to manage risks associated with new waves of the COVID-19 pandemic 135 National Outcome #3 “Effective Social Protection” Medium Term Strategic Policy Framework Overview National Outcome #3 “Effective Social Protection” encapsulates the realization of a national development context where there are systems in place to provide the citizenry, particularly those experiencing vulnerabilities, with social and income security. These provisions are intended to ensure that living standards are above policy-based minimum thresholds. Within the context of Vision 2030 Jamaica, an “Effective Social Protection” system is established through government exercising its regulatory and developmental functions, and empowering and enabling stakeholders, including the citizenry, to align corporate, philanthropic, individual, and other investments to create sustainable and inclusive mechanisms for offering guaranteed minimum standards of social protection. The developmental approach to social protection has evolved over the course of the implementation of Vision 2030 Jamaica. In 2009, the focus for social protection was largely advancing social and income security within the context of poverty reduction and protection of the vulnerable. The Jamaica Social Protection Strategy (2014) introduced a paradigm shift in the definition, strategic approaches, and programming around social protection. This paradigm shift led to an expansion of the definition and developmental strategic framework around establishing an effective social protection system. The policy focus on social protection has widened to prioritize addressing integrated, universal, and life course social protection demands that cross-cut and transcend demographic, cultural, geographic/spatial, and gender-based needs. This approach has also facilitated greater appreciation for the structural factors that create vulnerabilities and the transient and unpredictable movement of individuals in and out of the ranks of the vulnerable. While there has been continued focus on vulnerabilities associated with gender, age, socio-economic status, and abilities, among other areas, there is also greater recognition that the vulnerabilities associated with these are not automatic, intrinsic, or inevitable. The medium term socio-economic policy framework for social protection for 2021-2024, and its theory of change, continues to advance the development agenda commenced under previous MTFs. The creation of an effective social protection system and an enabling environment for the citizenry to experience effective social protection remain at the centre of policy focus and strategic planning. It includes strengthening the legislative and policy framework that directly relates to the social protection system as well as related legislation and policy that address key tenets of social protection, including the social protection floor. Specifically, the areas covered include advancing a multi-dimensional poverty approach; social transfers and welfare provisions for the poor and other vulnerable groups; expanded social security coverage; empowerment and enablement towards asset creation; and inclusive provision of goods and services to meet the needs of persons with disabilities. Related areas include employment and earnings, such as decent work provisions for a 136 minimum wage and unemployment insurance. Change management is also a critical tenet of the development programme for creating an effective social protection system. Institutional arrangements for the coordination of planning and the delivery of policy based programming is a critical driver of establishing an effective social protection system. The enhancement and expansion of digital delivery systems and registries are also among the priorities for institutional capacity building. Cultural sensitization and social marketing to build capacity to conceptualize, action and accept change across sectors and at the national and local levels of development are also among the main development drivers. The role of the citizenry cannot be overstated as it is through their active participation in crafting and effecting social protection provisions that the overarching objectives can be met. The Story Board below includes graphics/charts/table presenting key tenets of the legislative, strategy, and policy framework as well as the National Outcome Indicators and alignment of the SDGs with the National Outcome “Effective Social Protection”. STORY BOARD 137 Medium Term Results and Policy-Driven Strategies and Development Programmes Table 3A below presents medium-term targets for “Effective Social Protection” and selected data. The medium-term performance is based on the extent to which the expected policy- driven results from strategic programming and implementation are achieved (see next table). Partners in development contribute to the achievement of the medium-term targets by aligning their planning to the strategies and programmes. Table 3A. Table of Indicators: National Outcome #3 – “Effective Social Protection” National Outcome # 3 – Effective Social Protection14 National Baseline Actual Targets Outcome 2007 2012 2015 2018 2019 2020 2021 2012 2015 2018 2021 2022 2023 202415 2030 Indicators National 9.9 19.9 21.2 12.6 11.0 12.1 - 16.5 12.5 - 12.5 - 12.5 - 12.5 - ≤10 Poverty - 15.0 15.0 15.0 15.0 Rate 19.5 (prevalence) National 2.9 6.9 3.5 4.0 5.0 - 2.5 - 2.5 - 2.5 - 2.5 - 3.0 Food 6.5 5.0 5.0 5.0 5.0 Poverty Prevalence Child 12.0 27.9 15.7 13.3 19.5 15.5 - 15.5 - 15.5 - 15.5 - ≤10 Poverty rate - 18.5 18.5 18.5 18.5 23.5 Percentage 65.8 80.3 80.0 77.8 - 80 90 90 90 90 90 - of children (prov.) (prov.) (prov.) (prov.) in quintile 1 receiving PATH benefits Percentage 75 61.7 66.6 72 - 75 75 75 75 75 75 - of PATH (prov.) (prov.) (prov.) (prov.) beneficiaries in consumption quintiles 1 and 2 14 Due to changes to the JSLC methodology in 2018, data prior are not directly comparable. 15 These are preliminary and will be revised when more up-to-date data become available to inform more accurate target setting. 138 The planned strategies and development programming for “Effective Social Protection” are aligned with SDGs 1, 2, 8, 10 and 11. Figure 3A Figure 3C The table below shows the national and sector strategies and aligned programming that will be implemented by government and other partners in development over the period FY 2021/22 – FY 2023/24 to advance “Effective Social Protection” and aligned SDGs. Stakeholders are encouraged to align planning to what is presented in the table. 139 The planned strategies and development programming for “Effective Social Protection” are aligned with SDGs 1, 2, 8, 10 and 11. Figure 3B - Alignment of National Outcome 3 “Effective Social Protection” and the SDGs SDG 2: End hunger, achieve food SDG 1: End poverty in security and improved nutrition all its forms and promote sustainable everywhere agriculture SDG 8: Promote sustained, inclusive and sustainable SDG 10: Reduce income inequality within and economic growth, full among countries productive employment and decent work for all SDG 11: Make cities and human settlements inclusive, safe resilient and sustainable Table 3B shows the national and sector strategies and aligned programming that will be implemented by government and other partners in development over the period FY 2021/22 – FY 2023/24 to advance “Effective Social Protection” and aligned SDGs. Stakeholders are encouraged to align your planning to what is presented in the table. 140 Table 3B. National Strategies and Medium-Term Policy-Driven Sector Strategies, Programmes and Results – “Effective Social Protection” National Strategy 3-1: Infuse Poverty and Vulnerability Considerations in All National Strategy Outcome: Poverty and Vulnerability Considerations infused in all Public Public Policies Policies Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estima Assumptions Risks/Limitat e Entity/ies ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Costs Programme/Sub- on Indicator (s) 2024 (000) Programme Areas Start End Date Date Development Area: Poverty Reduction Sector Strategy: Ensure structured national policy and plan of action for poverty reduction Aligned SDG Targets: 1.1, 1.2, 1.4, 1.a, 1.b

1. National Poverty 2009 2030 To establish a Efficient An enabling PIOJ, The Poverty Insufficient Reduction Policy policy and environment National Reduction stakeholder and Planning framework for inclusive for poverty Poverty Policy is participation Main actions poverty delivery reduction Reduction mainstreamed in poverty include: reduction and of goods (including Programme and related reduction i. Establish policy mainstream and the Extent policy Multi-sectoral Committee polices are coordination framework for poverty services elimination framework Medium Term (NPRPC), aligned efforts poverty reduction reduction for of extreme for poverty Plan of Action and and coordinate policy poverty poverty and reduction is (2021-2024) implementi Sufficient Insufficient planning and imperatives in reduction promoting established for Poverty ng partners funding and funding to delivery of public policies strengthe income and and Reduction human implement programming ned social operationaliz Policy and resources to the Poverty security) ed National implement Reduction Progamme of poverty Programme Action (2017) reduction submitted to related Cabinet in programming 2021 Stakeholder Annual Monitoring buy-in and Reports to participation 141 National Strategy 3-1: Infuse Poverty and Vulnerability Considerations in All National Strategy Outcome: Poverty and Vulnerability Considerations infused in all Public Public Policies Policies Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estima Assumptions Risks/Limitat e Entity/ies ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Costs Programme/Sub- on Indicator (s) 2024 (000) Programme Areas Start End Date Date inform strengthening Effective of policy, and change programming management and resource in integrating allocation, consumption- produced based within Multi-sectoral multi- National dimensional Poverty poverty Reduction approach Programme Committee (NPRPC) delivers on medium term plan of action Sector Strategy: Strengthen national capacity at all levels (including local and organizational) to monitor Aligned SDG Targets: 1.1, 1.2, 1.4 poverty trends 142 National Strategy 3-1: Infuse Poverty and Vulnerability Considerations in All National Strategy Outcome: Poverty and Vulnerability Considerations infused in all Public Public Policies Policies Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estima Assumptions Risks/Limitat e Entity/ies ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Costs Programme/Sub- on Indicator (s) 2024 (000) Programme Areas Start End Date Date

2. National Poverty 2009 2030 To strengthen Access to An enabling PIOJ, Sufficient Shocks, Reduction – evidence and quality environment STATIN, human, crises, Data, Statistics results based data, for poverty financial and disruptions and Results- management statistics, reduction technology may impact Based in poverty and (including resources data Management reduction informati the collection policy, on from elimination Stakeholders planning, and research of extreme buy-in and Insufficient programming and other poverty and participation in capacities sources to promoting evidence- within and inform income and gathering across evidence social activities organizations Main Actions and security) to support include: results- Effective and/or based change institutionaliz i. Conduct periodic # Of Periodic 1 Jamaica policy, management e evidence national survey(s) Poverty Survey of planning in integrating and results and other Surveys Living and consumption- based evidence- Conditions program based within management gathering Survey (JSLC) ming for multi- activities on completed poverty dimensional Poverty annually reduction, poverty ii. Develop and increased Extent Up-To-Date approach implement monitoring M&E Monitoring and and Framework in Evaluation (M&E) evaluation place and 90% Framework and (M&E) of outputs framework from Plan for 143 National Strategy 3-1: Infuse Poverty and Vulnerability Considerations in All National Strategy Outcome: Poverty and Vulnerability Considerations infused in all Public Public Policies Policies Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estima Assumptions Risks/Limitat e Entity/ies ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Costs Programme/Sub- on Indicator (s) 2024 (000) Programme Areas Start End Date Date Plan for Poverty and plan for FY 2021/22 – Reduction poverty FY 2023/24 reduction achieved policy and programme in place and/or implemented Sector Strategy: Promote asset creation among the poor Aligned SDGs Targets: 1.4

3. Improve and 2009 2030 To support the Acquisitio Enabling MLSS, Sufficient Insufficient expand access to acquisition of n of environment MLGRD, human, resources social housing basic assets assets by for asset NGOs, NLA financial and and amenities the poor creation technology by the poor to increased among the resources Main actions support exit poor include: from poverty Accurate i. Deliver social and resilience # Of houses ≥120 houses targeting of housing building built/repaire built for the vulnerable d for Registered Registered Poor Poor (Baseline FY 2020/21, 45) 600 houses repaired for Registered Poor 144 National Strategy 3-1: Infuse Poverty and Vulnerability Considerations in All National Strategy Outcome: Poverty and Vulnerability Considerations infused in all Public Public Policies Policies Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estima Assumptions Risks/Limitat e Entity/ies ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Costs Programme/Sub- on Indicator (s) 2024 (000) Programme Areas Start End Date Date (Baseline FY 2020/21, 209) ii. Improve land Outcome TBD ownership Indicator: (secure tenure) Extent (%) through the public and provision of private lands affordable land, are legally land owned and titling/regularizati occupied on and the # Of lands TBD reduction of regularized/ti squatting (see tled National Outcome #15) 145 National Strategy 3- Expand opportunities for the poor to engage in sustainable National Strategy Outcome: Sustainable livelihoods 2: livelihoods Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Dura Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- tion Indicator (s) 2024 (000) Programme Areas Start End Date Date Development Area: Sustainable livelihoods Sector Strategies: Promote and support human capital development and entrepreneurship Aligned SDG Targets: 1.4, 8.5, 10.1, 10.2

4. Support the 2009 2030 To empower Access to An enabling MLSS Sufficient Insufficient Vulnerable to and enable the services in environment human, resources engage in vulnerable to support for financial and Sustainable engage in of sustainable technology Insufficient livelihoods sustainable sustainabl livelihoods resources stakeholder Main actions include: livelihoods e for the uptake of i. Build the capacity livelihood vulnerable # Of youths ≥475 youth The population services of vulnerable youth s assisted assisted through of the target to engage in increased through Education and & groups is sustainable Education & Entrepreneurshi identified and livelihoods Entrepreneur p Grants inclusively ship Grants engaged Outcome Indicators Stakeholders # Of youth ≥1240 actively placed in demand employment services # Of On-Job ≥680 Training participants ii. Build the capacity # Of ≥14 of vulnerable entrepreneur elderly to engage ship workshops 146 National Strategy 3- Expand opportunities for the poor to engage in sustainable National Strategy Outcome: Sustainable livelihoods 2: livelihoods Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Dura Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- tion Indicator (s) 2024 (000) Programme Areas Start End Date Date in sustainable held for livelihoods seniors Sector Strategy: Continue to establish and enforce minimum wage and promote policies that support decent work Aligned SDGs: 8.5, 8.7, 8.8, 8.8.1, 8.8.2

5. Minimum Wage 2009 2030 To establish Delivery Enabling MLSS, Macro- Prolonged and Decent Work and enforce a of environment PIOJ economic COVID19 national minimum for (advisory) security pandemic Main actions include: minimum wage and meaningful and key and/or other i. Establish system wage and decent wages and Extent Minimum wage is stakehold Actions are shocks for minimum promote work decent work minimum in force and ers sufficiently disrupt the wage that is policies that condition wage is periodically resourced and society and established, reviewed with relevant, support decent s completed economy reviewed consideration for transparent, and work to strengthe within and/or changes in cost of enforceable protect the ned revised. living (to be schedule Insufficient rights and further defined) buy-in and social and Enforcement State-run Stakeholders compliance income mechanisms complaints, buy-in, security of for minimum mediation, and participation workers wage remediation and mechanisms compliance operational and accessible to the public (to be further defined) ii. Deliver labour standards and enforcement 147 National Strategy 3- Expand opportunities for the poor to engage in sustainable National Strategy Outcome: Sustainable livelihoods 2: livelihoods Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Dura Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- tion Indicator (s) 2024 (000) Programme Areas Start End Date Date a. Deliver efficient % Of disputes ≥20% resolution of disposed of in industrial nine months of disputes assignment b. Implement % Of MLSS’ 40% of NAP and programme to National CLRISK activities protect children Action Plan implemented from child activities and labour Child Labour Risk identification model implemented (by March 2027) National Strategy 3- Create and sustain an effective, efficient, transparent, and objective system for National Strategy Outcome: An effective, efficient, transparent, and 3: delivering social assistance services and programmes objective system for delivering social assistance services and programmes Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Dura Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- tion Indicator (s) 2024 (000) Programme Areas Start End Date Date Development Area: Social Services Sector Strategy: Strengthen social assistance delivery to vulnerable population groups Aligned SDG Targets: 1.1, 1.3, 1.4, 1.5 148 National Strategy 3- Create and sustain an effective, efficient, transparent, and objective system for National Strategy Outcome: An effective, efficient, transparent, and 3: delivering social assistance services and programmes objective system for delivering social assistance services and programmes Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Dura Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- tion Indicator (s) 2024 (000) Programme Areas Start End Date Date

6. Public Assistance 2009 2030 To improve the Access to Effective MLSS, Macro- Major and Support to well-being and public delivery of MLGRD economic natural or Vulnerable Groups socio- assistance social conditions manmade Main Actions economic and assistance to Sub- Sub-Indicator remain stable disasters include: resilience of support vulnerable Indicators Targets: or improve vulnerable by population include: Increasing i. Strengthen and groups vulnerabl groups # Public 14, 232 public MLSS The requisite needs and implement through the e groups, / assistance assistance support expectation programmes for delivery of improved Enabling grants grants disbursed services are of social transfers public environment disbursed responsive and beneficiaries (with exit assistance and for citizenry Extent the - Programme PATH, effective and strategies) to support well-being coverage/incl conditionalitie MLSS stakeholders support social and and socio- usiveness of s for PATH No reduction that exceed income security of economic the PATH is revised in FY in the service households resilience strengthened 2022/23 Ministry’s delivery - 5% increase in budget capacity rural and ceiling/allocati semi-rural on beneficiaries - 10% increase High in value of acceptance of cash grants transformation - 283,000 PATH and beneficiaries modernization paid changes 149 National Strategy 3- Create and sustain an effective, efficient, transparent, and objective system for National Strategy Outcome: An effective, efficient, transparent, and 3: delivering social assistance services and programmes objective system for delivering social assistance services and programmes Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Dura Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- tion Indicator (s) 2024 (000) Programme Areas Start End Date Date ii. Strengthen the Extent Plan of Undertake MLSS, delivery of social Actions are Strategic Review National assistance to the established to Council elderly address the for Senior needs of the Citizens elderly % Change in Approx. 5% year beneficiaries over year covered/serv increase ed by actions geared to improve services and food security 150 National Strategy 3- Create and sustain an effective, efficient, transparent, and objective system for National Strategy Outcome: An effective, efficient, transparent, and 3: delivering social assistance services and programmes objective system for delivering social assistance services and programmes Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Dura Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- tion Indicator (s) 2024 (000) Programme Areas Start End Date Date # Of elderly ≥ 2920 seniors provided with engaged in over information 28 workshops and tools for healthy lifestyle/healt hy aging practices National Strategy 3- Promote greater participation in, and viability of social insurance and pension National Strategy Outcome: Citizen participation in social insurance 4: schemes and pension schemes / Viable social insurance and pension schemes / An Enabling environment for income security through social insurance and pension schemes Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Dura Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- tion Indicator (s) 2024 (000) Programme Areas Start End Date Date Development Area: Social Insurance and Pension Sector Strategy: Improve efficiency, sustainability, and access to the delivery of state and private pension schemes and Aligned SDG Targets: 1.3 social insurance arrangements

7. Social Insurance 2009 2030 To increase Access to An enabling MLSS, NIS, Support from Major and Pension access to social social environment Private financial sector natural or 151 National Strategy 3- Promote greater participation in, and viability of social insurance and pension National Strategy Outcome: Citizen participation in social insurance 4: schemes and pension schemes / Viable social insurance and pension schemes / An Enabling environment for income security through social insurance and pension schemes Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Dura Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- tion Indicator (s) 2024 (000) Programme Areas Start End Date Date insurance and insurance for inclusive Pension to promote manmade pension and and Providers financial disasters schemes pension equitable and key inclusion of stakeholde through increased access to the elderly Insufficient rs increased adequate reach of coverage of social The cadre of technology eligible insurance investigators is services in population and arrangement in place and rural Jamaica Main actions promotion of s and state maintained include: compliance by and private throughout Insufficient i. Establish a viable employers and pension Outcome indicator: the year willingness/a and sustainable other relevant schemes daptability of % Increase in ≥11% framework for parties The requisite senior the eligible support citizens to social insurance population (Baseline FY services are technology and occupational contributing to 2018/19 – 497, pension coverage responsive and the National 563) and delivery (public effective Services Insurance insufficient and private Scheme (NIS) Sufficient to meet pension) % Change in 60% increase financial, increasing number of in number of human and needs and pensioners pensioners technology expectations receiving receiving services of electronic electronic beneficiaries payments payments 152 National Strategy 3- Promote greater participation in, and viability of social insurance and pension National Strategy Outcome: Citizen participation in social insurance 4: schemes and pension schemes / Viable social insurance and pension schemes / An Enabling environment for income security through social insurance and pension schemes Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Dura Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- tion Indicator (s) 2024 (000) Programme Areas Start End Date Date and (Baseline 2019, stakeholders 20%) % Change in ≥0.5% increase Adverse compliance by in compliance effects of the employers by employers COVID-19 pandemic (Baseline 2019, 30%) National Strategy 3- Create an enabling environment for Persons with Disabilities National Strategy Outcome: Enabling environment for Persons with Disabilities 6: Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Dura Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- tion Indicator (s) 2024 (000) Programme Areas Start End Date Date Development Area: Empowerment and Enablement of Persons with Disabilities Sector Strategy: Advance the policy, regulatory, institutional, and legislative framework for Persons with Disabilities Aligned SDG Targets: 1.5, 8.5, 10.2

8. Policy 2009 2030 To strengthen Access to Effective MLSS, Macro- Major Development and the public policy, JCPD and economic natural or partners 153 National Strategy 3- Create an enabling environment for Persons with Disabilities National Strategy Outcome: Enabling environment for Persons with Disabilities 6: Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Dura Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- tion Indicator (s) 2024 (000) Programme Areas Start End Date Date Programme governance goods and regulatory, conditions manmade Implementation and regulatory services institutional, remain stable disasters Main actions framework for geared and Sub- Targets: or will improve include: creating an towards legislative Indicators: Increasing i. Mainstream and enabling the frameworks Extent - The MLSS, The requisite needs and operationalize the environment empower and service Disabilities Act Disabilities JCPD support expectation Disabilities Act for inclusive ment and environment established as Act comes services are of (2014) development enableme for Persons legislative into responsive and beneficiaries of Persons nt of with framework for force/effect effective and with Persons Disabilities Persons with in FY stakeholders Disabilities with Disabilities 2021/22 Sufficient Disabilitie # Of Codes of 3 Codes MLSS, human, s Practices and (preliminary) JCPD financial and increased technology Regulations resources supporting the (Baseline FY Disabilities Act 2018/19, 1) High completed acceptance of % Of 75% of JCPD transformation governance planned and and governance modernization organizational arrangements, changes structure of structure and the new staffing for the Jamaica “new” JCPD Council for implemented Persons with (preliminary) Disabilities 154 National Strategy 3- Create an enabling environment for Persons with Disabilities National Strategy Outcome: Enabling environment for Persons with Disabilities 6: Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Dura Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- tion Indicator (s) 2024 (000) Programme Areas Start End Date Date (JCPD) Baseline, FY established 2018/19, 0) % Increase in 11% JCPD Persons with (preliminary) Disabilities served over Baseline, FY the medium 2018/19, 6.9%) term ii. Deliver early % Of young ≥20% MLSS, intervention children with ESP, services for developmental (Baseline FY MOEYI, children with disabilities (0-6 2018/19, 45%) ECC and disabilities years) key receiving stakehold Developmenta ers l Assessment Physiotherapy Community- Based Intervention 155 National Strategy 3- Create and Sustain an Effective Social Protection System National Strategy Outcome: Effective Social Protection System 7: Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Dura Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- tion Indicator (s) 2024 (000) Programme Areas Start End Date Date Development Area: Social Protection System Sector Strategy: Create an enabling environment for the establishment of an effective social Aligned SDG Targets: 1.3, 2.1, 10.2, 10.4 protection system

9. Establish To establish a Regulator An enabling PIOJ, framework for and social y environment MLSS, coordinate the protection framewor for an National Social Implementation of system in k, effective Protection the Jamaica Social Jamaica which including social Committee Protection offers standards protection (NSPC) Strategy minimum , for system Main actions guarantees for income include: social and and social 156 National Strategy 3- Create and Sustain an Effective Social Protection System National Strategy Outcome: Effective Social Protection System 7: Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Dura Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- tion Indicator (s) 2024 (000) Programme Areas Start End Date Date i. Develop Policy 2014 2030 income security #Policy Briefs 3 PIOJ, Sufficient Insufficient Briefs on social security to all througho from National MLSS, human, resources protection issues throughout the ut the life Social National financial and Social life course course Protection technology Insufficient Protection strengthe Committee resources stakeholder Committee ns (NSPC) alignment of Stakeholder policies and participation in plans with coordination the Jamaica mechanisms Social continues and Protection strengthened Strategy Planned mainstreaming of the Jamaica Social Protection Policy achieved 157 National Outcome #4 “Authentic and Transformational Culture” Medium Term Strategic Policy Framework Overview Jamaica is known for the authenticity and transformational impact of its culture. The Jamaican culture has a global reach with the music, dance and heritage inspiring social consciousness, innovation, and creativity in many peoples. The power of the authentic Jamaican culture and transformational applications of the culture in advancing greater levels of inclusion, growth and promoting good governance have been demonstrated in the prioritization of culture in development policy and planning. National Outcome #4 “Authentic and Transformational Culture” demonstrates recognition of the central role of advancing and institutionalizing cultural change that reflects the seven (7) Guiding Principles of Vision 2030 Jamaica geared towards multi-dimensional justice outcomes. It also reflects the importance of change management, participatory development and meeting the psychosocial, identity and ontological security needs of the Jamaican people in engaging them as critical change agents in achieving social transformational national development goals. Within the context of the formation of the modern Jamaican society on a foundation of inequities and divisions, and the country’s efforts at dismantling remaining vestiges towards equity and inclusion, the role of interventions geared towards cultural transformation is critical. The country’s history was also marked by the deconstruction of cultural identities and subsequent focus on identity formation as a central tenet of creating the Jamaican personhood and “smaddiness”. These considerations are critical in addressing issues of marginalization, social instability, insufficient social cohesion and weakening social capital in advancing strengthened and relevant governance arrangements, trust building and higher levels of employability, productivity, and equity in the distribution of national income. Under Vision 2030 Jamaica, the national strategy framework for National Outcome #4 has given focus to cultural continuity and change. This has encompassed developing relevant structures and enabling the Jamaica people to inform and drive what elements of the culture are preserved, promoted, developed, and/or updated to respond to changing realities and operationalizations of the evolving modern Jamaican society. The development areas covered in the national strategy framework include the preservation of the tangible and intangible culture, promoting consensus and standards-based operationalizations of values and norms, defining and protecting Jamaica’s nation brand, advancing the infusion of sport as a cultural tool in national development, and strengthening the capacity of agents of socialization, with focus on the family, to share coherent and socially desirable values and norms. Medium Term Socio-Economic Policy Framework (MTF) 2021-2024 continues the policy-driven strategic development programming commenced under previous MTFs. It also reflects lessons learned 158 and responses to a changing development environment, including increased focus on risk management in navigating the post COVID-19 era. Medium Term Results and Policy-Driven Strategies and Development Programmes Table 4A below presents medium-term targets for “Authentic and Transformational Culture” and selected data. The medium term performance is based on the extent to which the expected policy-driven results from strategic programming and implementation are achieved (see next table). Partners in development contribute to the achievement of the medium-term targets by aligning their planning to the strategies and programmes. Table 4A. Table of Indicators- National Outcome #4- “Authentic and Transformational Culture” National Outcome # 4 – Authentic and Transformational Culture National Baselin Actual Targets16 Outcome e Indicators 2007 201 201 201 201 202 202 201 201 201 202 202 202 202 202 203 2 5 8 9 0 1 2 5 8 1 2 3 4 7 0 “Use of 1.7 - 1.4 - 1.4 2.1 2.1 2.1 2.1 1.7 1.7 1.7 4.7 cultural (2008) resources” Index (Tourism Competitivene ss Index) Under Agenda 2030, culture is viewed as a cross cutting theme related to education, sustainable cities, food security, the environment, economic growth, sustainable consumption and production patterns, peaceful and inclusive societies. The planned strategies and development programming for “Authentic and Transformational Culture” are, however, directly aligned to SDG 11. Figure 4A. Alignment of National Outcome 4 “Authentic and Transformational Culture” with the SDGs SDG 11: Make cities and human settlements inclusive, safe, resilient and sustainable 16 Targets for 2022-2024 and 2030 are provisional 159 Table 4B shows the national and sector strategies and aligned programming that will be implemented by government and other partners in development over the period FY 2021/22 – FY 2023/24 to advance “Authentic and Transformational Culture” and aligned SDGs. Stakeholders are encouraged to align your planning to what is presented in the table. Table 4B. National Strategies and Medium-Term Policy-Driven Sector Strategies, Programmes and Results – “Authentic and Transformational Culture” National Strategy 4-1: Promote core/transformational values National Strategy Outcome: Institutionalized Core/transformational values Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name Schedule/Dur Output Outcome Indicator (s) Target (s) ation Entity/ (s) (s) 2024 Start End ies Date Date Development Area: Core and transformational values Sector Strategy: Establish a sustainable programme to institutionalize national core values and Aligned SDG Targets: Cultural values are the underpinning and defining attitudes component of the goals to which a country aspires. Hence, values permeate each SDG though not explicitly addressed.

1. Values and To establish Program Institutional Sufficient Insufficient Attitidues a mes to ized resources resources and sustainable instituti national and capacities – programme onalize core values capacities human, Main actions to national and – human, financial, include: institutional core attitudes financial, technology i. Develop ize national values Extent national values To be stated technolog and core values and and attitudes y Insufficient implement and attitude programme stakeholder framework attitudes s developed/implement Initiatives buy-in s and ed are policy programm driven es towards 160 National Strategy 4-1: Promote core/transformational values National Strategy Outcome: Institutionalized Core/transformational values Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name Schedule/Dur Output Outcome Indicator (s) Target (s) ation Entity/ (s) (s) 2024 Start End ies Date Date consensus Extent stakeholder- To be stated Disruptions on and driven Partnershi owing to the institutiona programmes/social p driven COVID-19 lizing core marketing for values planning pandemic and and attitudes and and/or other transforma developed/implement program shocks tional ed ming values Chance managem ent, social marketing and consensus building prioritized Sufficient capacity to manage risks associate d with new waves of the COVID-19 pandemic 161 National Strategy 4-2: Promote the family as the central unit of development National Strategy Outcome: Family is the central unit of development Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name Schedule/Dur Output Outcome (s) Indicator (s) Target (s) ation Entity/ (s) 2024 Start End ies Date Date Development Area: Primary Socialization and the Family Sector Strategy: Build Parenting Capacity Aligned SDG Targets: The family is the primary agent of socialization and parenting is considered the key function of the family. Through the process of socialization, families share and transmit culture among and to its members, particularly young members, and this impacts all spheres of development and therefore cross-cuts the SDGs.

2. Parenting To build Access Effective Sufficient Insufficient Support parenting to parenting resources resources and capacity interven and capacities – tions to capacities human, Main actions build – human, financial, include: parentin financial, technology i.Develop and g Extent parenting To be stated technolog implement capacity intervention y Insufficient effective increase programmes stakeholder parenting d developed/implem Initiatives buy-in intervention ented are policy programmes driven Disruptions owing to the Partnershi COVID-19 p driven pandemic planning and/or other and shocks program ming 162 National Strategy 4-2: Promote the family as the central unit of development National Strategy Outcome: Family is the central unit of development Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name Schedule/Dur Output Outcome (s) Indicator (s) Target (s) ation Entity/ (s) 2024 Start End ies Date Date Chance managem ent, social marketing and consensus building prioritized Sufficient capacity to manage risks associate d with new waves of the COVID-19 pandemic 163 National Strategy 4-3: Preserve, develop, and promote Jamaica’s cultural heritage National Strategy Outcome: Jamaica’s cultural heritage is developed, preserved, and globally recognized Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name Schedule/Dur Output Outcome Indicator (s) Target (s) ation Entity/ (s) (s) 2024 Start End ies Date Date Development Area: Arts and Culture Preservation and Promotion Sector Strategy: Implement appropriate measures to develop, protect and preserve cultural Aligned SDG Targets: 11.4 expression

3. Preserve/ To Measur Cultural Sufficient Insufficient Develop implement es to expression resources resources and natinoal appropriate develop, developed, and capacities – tangible measures protect protected capacities human, and to develop, and and – human, financial, intangible protect and preserve preserved financial, technology culture preserve cultural technolog cultural expressi y Insufficient Main actions expression on stakeholder include: Initiatives buy-in i.Strengthen Extent culture To be stated are policy culture legislation driven Disruptions legislation developed/operational owing to the ized Partnershi COVID-19 ii.Develop Extent Jamaica’s World To be stated p driven pandemic and Heritage Programme planning and/or other implement developed/implement and shocks Jamaica’s ed program World ming Heritage Progamme Chance managem iii.Expand Extent social To be stated ent, social social interventions marketing interventio developed and ns to 164 National Strategy 4-3: Preserve, develop, and promote Jamaica’s cultural heritage National Strategy Outcome: Jamaica’s cultural heritage is developed, preserved, and globally recognized Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name Schedule/Dur Output Outcome Indicator (s) Target (s) ation Entity/ (s) (s) 2024 Start End ies Date Date cultural /implemented for consensus communiti cultural communities building es for prioritized community cultual Sufficient devvelopm capacity ent and to cultural manage preservatio risks n associate iv.Collate and # Of print and non- 15,850 NLJ d with store print resources new cultural digitized (Baseline 2,688 print waves of materials resources digitized; the 2,154 audio resources COVID-19 digitized) pandemic v.Conserve # Of items conserved 27,050 the and preserved from National the National Collection (Baseline FY 2018/19, Colletion 3,550 paper resources preserved and conserved) vi.Develop Extent national Plan developed national adaptation plan for adaptation cultural heritage is plan for developed and cultural implemented heritage – 165 National Strategy 4-3: Preserve, develop, and promote Jamaica’s cultural heritage National Strategy Outcome: Jamaica’s cultural heritage is developed, preserved, and globally recognized Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name Schedule/Dur Output Outcome Indicator (s) Target (s) ation Entity/ (s) (s) 2024 Start End ies Date Date tangilbe and intangible apsects vii.Ratify Extent international Ratification instruments Cultural conventions ratified for the UNESCO Conventio Convention on the ns Means of Prohibiting &Conserva and Preventing the illicit tion Import, Export and Transfer of Ownership of Cultural Property and the UNIDROIT Convention on Stolen or Illegally Exported Cultural Objects in collaboration with UNESCO, submitted and follow-up undertaken viii.Develop Extent legislative Draft amendment to the legislative framework for cultural JNHT Act developed framework conservation for cultural developed/operational conservati ized on ix.Preserve Output Indicator: Jamaica’s % Of planned events 90% of planned events intangible staged stage 166 National Strategy 4-3: Preserve, develop, and promote Jamaica’s cultural heritage National Strategy Outcome: Jamaica’s cultural heritage is developed, preserved, and globally recognized Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name Schedule/Dur Output Outcome Indicator (s) Target (s) ation Entity/ (s) (s) 2024 Start End ies Date Date culture Outcome Indicator: through the Extent targeted 90% of targeted promotion number of participants numbers of participants of social in cultural events and met participatio main activities met n in Extent # Of 48,000 cultural participati persons events and on in entering main Annual the activities Festival of competiti Arts ons Competiti # Of 144,000 on persons reached Extent # Of Approx. 120,000 participati patrons in (Baseline FY 2018/19 on in attendanc approx., 165,000) main e at events in events recognitio held n of nationally national and holidays/f islandwid estivities/ e commem # Of Approx. 600,000 orations patrons viewing 167 National Strategy 4-3: Preserve, develop, and promote Jamaica’s cultural heritage National Strategy Outcome: Jamaica’s cultural heritage is developed, preserved, and globally recognized Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name Schedule/Dur Output Outcome Indicator (s) Target (s) ation Entity/ (s) (s) 2024 Start End ies Date Date events (Baseline FY 2018/19 online 150,000) % Change in revenue Approx. 30% increase from gate receipts and ticket sales for paid (Baseline FY 2018/19, events 14% increase over previous years) % Customer service Minimum 85% satisfaction rating for paid events staged (Baseline FY 2018/19, 80%) National Strategy 4-4: Integrate Jamaica’s nation brand into developmental processes National Strategy Outcome: Jamaica’s nation brand integrated in development processes Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name Schedule/Dur Output Outcome Indicator (s) Target (s) ation Entity/ (s) (s) 2024 Start End ies Date Date Development Area: Brand Jamaica Sector Strategy: Strengthen the regulatory and institutional frameworks for the development of brand Aligned SDG Targets: 11.4 Jamaica 168 National Strategy 4-4: Integrate Jamaica’s nation brand into developmental processes National Strategy Outcome: Jamaica’s nation brand integrated in development processes Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name Schedule/Dur Output Outcome Indicator (s) Target (s) ation Entity/ (s) (s) 2024 Start End ies Date Date

4. Integration To Regulat Strong Sufficient Insufficient of strengthen ory and regulations resources resources and Jamaica’s the instituti and and capacities – nation regulatory onal institutions capacities human, brand in and framew for the – human, financial, national institutional orks for developme financial, technology developme frameworks the nt of brand technolog nt for the develop Jamaica y Insufficient developme ment of stakeholder Main actions nt of brand brand Initiatives buy-in include: Jamaica Jamaica are policy i.Develop strength Extent To be stated driven Disruptions and ened regulatory/institutiona owing to the implement l frameworks for Partnershi COVID-19 regulatory developing and p driven pandemic and protecting Jamaica’s planning and/or other institutiona nation brand and shocks l developed/implement program framework ed ming s for the developme Chance nt and managem protection ent, social of marketing Jamaica’s and nation consensus brand building prioritized 169 National Strategy 4-5: Strengthen the role of sport in all aspects of national National Strategy Outcome: Sport integrated in all aspects of national development development Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name Schedule/Dur Output Outcome Indicator (s) Target (s) Entity/ ation (s) (s) 2024 Start End ies Date Date Development Area: Culture and Sport Sector Strategy: Provide an enabling environment for advancing the social development, health, and Aligned SDG Targets: 11.7 welfare of the citizenry through sport

5. Social To provide Access An enabling Sufficient Insufficient developme an enabling to environme resources resources and nt through environmen sporting nt for and capacities – sport t for goods advancing capacities human, advancing and the social – human, financial, Main actions the social services developme financial, technology include: developme to nt, health, technolog i.Develop nt, health, support and welfare Extent To be stated MCGE y Insufficient and and welfare social of the policy/regulatory S stakeholder implement of the develop citizenry framework for Initiatives buy-in policy and citizenry ment, through safeguarding children are policy regulatory through health sport in sport driven Disruptions framework sport and developed/implement owing to the for welfare ed Partnershi COVID-19 safeguardi increase p driven pandemic ng children d planning and/or other in sport and shocks ii.Advance Extent To be stated SDC program implement programmes/intervent and ming aion of ions to develop schools partne programm and communities rs Chance es/interve through sport managem 170 National Strategy 4-5: Strengthen the role of sport in all aspects of national National Strategy Outcome: Sport integrated in all aspects of national development development Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name Schedule/Dur Output Outcome Indicator (s) Target (s) ation Entity/ (s) (s) 2024 Start End ies Date Date ntions to developed/implement ent, social develop ed marketing schools and and consensus Outcome indicators: communiti building es via sport # Of participants ≥49,200 prioritized participated in the competitions Sufficient # Of teams participated ≥13,800 capacity in the competitions to # Of schools ≥3000 manage participated in the risks competitions associate # Of communities ≥1300 d with participated in the new competitions waves of iii.Advance Extent sport- To be stated MOH the the related/infused W, COVID-19 infusion of initatives in support of MCGE pandemic sport in healthy lfiestyles and S, the civic responsibility Private developme developed/implement Sector nt and ed and implement other ation of partne initatives rs in support of healthy 171 National Strategy 4-5: Strengthen the role of sport in all aspects of national National Strategy Outcome: Sport integrated in all aspects of national development development Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name Schedule/Dur Output Outcome Indicator (s) Target (s) ation Entity/ (s) (s) 2024 Start End ies Date Date lfiestyles and civic responsibili ty iv.Develop Extent sport- To be stated SDF, community related/infused JSIF infrastruct initatives in support of and ure and healthy lfiestyles and other facilities to civic responsibility partne accommod developed/implement rs ate ed sporting activities v.Develop Extent sport- To be stated SDG, national related/infused INSPO institutiona initatives in support of RTS, l capacity healthy lfiestyles and private for sport civic responsibility sector developme developed/implement nt through ed support to national sporting association s, schools, 172 National Strategy 4-5: Strengthen the role of sport in all aspects of national National Strategy Outcome: Sport integrated in all aspects of national development development Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name Schedule/Dur Output Outcome Indicator (s) Target (s) ation Entity/ (s) (s) 2024 Start End ies Date Date and community -based entities supporting sport developme nt vi.Develop Extent risk To be stated MCGE and management/business S implement continuity strategy for protools sport and developed/implement procedures ed for building Extent provisions for To be stated sport safeguarding sporting resilience participants from to public health and/or shocks/cris other risks es developed/implement ed 173 National Outcome #5 “Security and Safety” Medium Term Socio-Economic Policy Framework Overview National Outcome #5 “Security and Safety” represents the vision of a secure and safe Jamaica. This “security and safety” is not limited to public safety and the protection of property, lives, and public assets. It also includes the psychosocial well-being and ontological security that is associated with social stability, cohesion, and confidence in experiencing desirable social outcomes from interactions in public and private spaces. These tenets of security and safety encompass a reduction in the rates of crime and violence, recidivism as well as sustainability and entrenchment of these gains to facilitate confidence building in the realization of a Jamaican society that is safe and secure. They also encompass the realization of a predictable social order that is characterized by multi- dimensional justice and the rule of law underpinned by rights-based principles. Accordingly, in investing in Vision 2030 Jamaica, the Government of Jamaica (GoJ) and the Jamaican people are pursuing a path that is aligned with a multi-dimensional approach to “security and safety”. Global security issues are integrated with the security and safety considerations of the Jamaican government and people. Technology, geo-politics, and the global political economy as well as multi-lateral organizations have influenced Jamaica’s national security agenda. These factors have impacted an expansion from the traditional spatial areas of focus – interior and border, including transborder; and territorial waters – with the digital, cyber-space and social media space being significant additions to the spatial areas of security concern. Whilst the development and “globalization” of cyber-space and social media have been largely driven by technology, their impact on national security and safety have been equally driven by geo-politics and the relationships among states. Cyber-space and social media have exponentially compounded long-standing dynamics in global relations and has increased the number and spread of actors from largely national players to the local and household levels. Globally, information/knowledge, people, culture, and social and economic institutions have been demonstrated to be “weaponized” within digital, cyber, and social media spaces and then transferred to physical spaces and interactions. This has been evident in a more agile and sophisticated global network for transnational crimes, including lottery scamming and cross-border human trafficking. Accordingly, the Vision 2030 Jamaica National Strategy Framework for “Security and Safety” coalesces around a whole-of-society approach to the protection of the land, border, and territorial waters of the sovereign territory of Jamaica as well as administering the rule of law within the digital, cyber, and social media spaces as they impact and/or impacted by Jamaican citizens. Specific tenets of the National Strategy Framework include focus on enabling community safety; reform and modernization of the national security system and strengthening its anti-crime capabilities; security of the border and territorial waters; and rehabilitation and reintegration of criminal offenders. There is also focus on maintaining the 174 relevance of the national security architecture and the integration of modern and transformative strategies, tools, and mechanisms. The strategy framework is operationalized through a legislative framework, development strategies, and public policy. These determine programming and resourcing that are captured in the successive 3-year Medium Term Socio- Economic Policy Frameworks (MTF) of Vision 2030 Jamaica. The policy-based programming is intended to be iterative and geared towards the achievement of sector level outputs and outcomes which function within a change pathway to facilitate the achievement of the national outcome “Security and Safety” and the national goal “The Jamaican society is secure, cohesive and just”. STORY BOARD Policy/Regulatory Framework, Quasi- Results and Strategy Mapping, and Assumptions/Drivers and Risks/Limitations & Alignment of Vision 2030 Jamaica/MTF and the SDGs 175 Medium Term Results and Policy-Driven Strategies and Development Programmes Table 5A below presents medium-term targets for “Security and Safety” and selected data. The medium term performance is based on the extent to which the expected policy-driven results from strategic programming and implementation are achieved (see next table). Partners in development contribute to the achievement of the medium-term targets by aligning their planning to the strategies and programmes. Table 5A. National Strategies and Medium-Term Policy-Driven Sector Strategies, Programmes and Results – “Security and Safety” National Outcome #5 – Security and Safety National Baseline Actual Targets Outcome 2007 2012 2015 2018 2019 2020 2021 2012 2015 2018 2021 2022 2023 2024 2030 Indicators Category 1 280 406 276 211 208.63 207.29 190.94 216 216 216 216 187.74 184.54 181.34 43 Crimes/100,000 (p)17 (p) (p) population * Murder 59.5 40.6 44.3 47.19 45.88 48.37 53.49 50 35 35 3518 35 35 35 10 Rate/100,000 (p) (p) (p) (p) population % Recidivism† 29.4 45.5 42.3 43 41 ≤ 40 ≤ 40 ≤ 40 ≤ 41 ≤ 40 ≤ 38 ≤ 10 (p) The planned results, strategies, and development programming for “Security and Safety” under MTF 2021-2024 are aligned with SDGs 3, 10 and 16. Figure 5A - Alignment of National Outcome 5 “Security and Safety” and the SDGs SDG 3: Ensure SDG 10: Reduce healthy lives and inequality within and promote well-being among countries for all at all ages SDG 16: Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels 17 “p” stands for provisional 18 Revised from 30 176 Figure 5B 177 Table 5B shows the national and sector strategies and aligned programming that will be implemented by government and other partners in development over the period FY 2021/22 – FY 2023/24 to advance “Security and Safety” and aligned SDGs. Stakeholders are encouraged to align your planning to what is presented in the table. Table 5B. Table of National Strategies and Medium-Term Policy-Driven Sector Strategies, Programmes and Results – “Security and Safety” National Strategy 5-1: Strengthen the capacity of communities to participate in creating a safe and secure National Strategy Outcome: Safe and secure communities / society Strong communities for creating a safe and secure society Development Programme Objective April 2021 – March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Du Output (s) Outcome (s) Indicator (s) Target (s) Entity/ Programme/ ration 2024 ies Sub- Start End Programme Date Date Areas Development Area: Citizen Safety and Security Sector Strategy: Create an enabling environment for citizen safety and security Aligned SDGs Targets: 16.1, 16.3

1. Communit 2009 2030 To enhance Sufficiency of An enabling % Reduction in 6% reduction by MNS Sufficient Insufficient y Safety citizen access by environment for Murders and 2024 (and resources budgetary and safety and communities citizen safety and shootings for all key available allocation / Security security to public security CSP communities partne within reliance on through goods and r) schedule external evidence- services that – human, funding would driven support the financial impact policy- reduction of and programming based crime and technolog and the Aggregate % 20% crime and violence and reduction in Risk to y achievement violence adherence to violence for targeted of targets manageme the rule of communities Activities nt law, % of youth who will be Weather- strategies improved show an implemen related and/or for improvement in ted within other shocks communitie their overall risk schedule and disasters s to violence level. may cause 178 National Strategy 5-1: Strengthen the capacity of communities to participate in creating a safe and secure National Strategy Outcome: Safe and secure communities / society Strong communities for creating a safe and secure society Development Programme Objective April 2021 – March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Du Output (s) Outcome (s) Indicator (s) Target (s) Entity/ Programme/ ration 2024 ies Sub- Start End Programme Date Date Areas delays in the execution of project activities. This includes prolonged impact of COVID-19 pandemic Main actions Sub- include: Objectives Delays in i.Develop 2020 2023 To reduce Extent to which MNS, project and /21 /24 citizen risk, multi-agency key initiation/impl implement as victims crime prevention 80% of partne ementation Citizen and/or interventions are recommendations rs may result in Security perpetrator established from Monitoring Evaluation and loss of Plan (CSP) s, to Learning (MEL) financial community Reference Group allocation and other implemented spatial/insti 2 inter-agency tutional collaboration based initiatives crime and supported/develo violence ped 13 MOUs signed 179 National Strategy 5-1: Strengthen the capacity of communities to participate in creating a safe and secure National Strategy Outcome: Safe and secure communities / society Strong communities for creating a safe and secure society Development Programme Objective April 2021 – March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Du Output (s) Outcome (s) Indicator (s) Target (s) Entity/ Programme/ ration 2024 ies Sub- Start End Programme Date Date Areas ii.Implement 2022 2023 To enhance Outcome 10% increase in MNS Violence /23 /202 safety and Indicator reports made to Prevention 4 security in % Change in the police in Targeted targeted number of reports Vulnerable communitie made to the police Communiti s and es and schools Schools in Jamaica Programm e (USAID supported) iii.Improve 2009 2030 To establish # Household 19 MNS, data datasets, baseline data PIOJ/C quality for including reports completed RP evidence- household for communities based baseline and/or targeted policy, data, for spaces (a total of planning targeted at- 35 for FY 2019/20 and risk – FY 2025/26) programmi communitie % Change in the 73% increase MNS ng s to number of improve communities social receiving the full investment suite of social services investment delivery 180 National Strategy 5-1: Strengthen the capacity of communities to participate in creating a safe and secure National Strategy Outcome: Safe and secure communities / society Strong communities for creating a safe and secure society Development Programme Objective April 2021 – March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Du Output (s) Outcome (s) Indicator (s) Target (s) Entity/ Programme/ ration 2024 ies Sub- Start End Programme Date Date Areas interventions (as required) iv.Establish 2022 2025 To provide # Of case managed 300 Case /23 /26 case clients (of total Manageme manageme targeted 400) nt Support nt services Systems to at-risk Outcome 45% for Crime individuals Indicator Prevention to support % Of clients whose and the risk levels are Communit reduction reduced by at least y Safety of crime one level and violence 181 National Strategy 5-2: Reform and modernize the law enforcement system National Strategy Outcome: Reformed and modernized law enforcement system Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Du Output (s) Outcome (s) Indicator (s) Target (s) Entity/ Programme/ ration 2024 ies Sub- Start End Programme Date Date Areas Development Area: Reform and modernization of law enforcement system Sector Strategy: Strengthen governance, institutional and technological capacity of the law enforcement system Aligned SDG Targets: 16.5, 16.6

2. Reform 2009 2030 To Access to Strong governance, % Fulfilment of 50% fulfilment MNS, Project Legislative and modernize adequately institutional and the National Key implemen strengthening Moderniza and/or equipped technological Security major Partne tation will and other tion of transform national capacity of law technology rs be on supporting Crime national security enforcement transformation schedule activities may Managem security provisions, system and infrastructure not be ent provisions, including modernisation Effective completed Systems including facilities and agenda Change within and major technology Managem schedule Technolog technology services, ent and/or not y services improved sufficiently and prioritized national (incl. Case security Management Project facilities System SRMS, management Citizen’s Main Actions and resource Portal, include: mobilization Network i.Implement To improve connectivity- % Of targeted 91% MNS may not Project the GOVNET, Jail national security deliver within Rebuild, infrastructu Management facilities with (Baseline, FY schedule Overhaul re and System, Asset infrastructure 202/21, 66% and/or and services of Management improvement completed) expected Construct national System) works completed outputs (ROC) (136/149 in total) 182 National Strategy 5-2: Reform and modernize the law enforcement system National Strategy Outcome: Reformed and modernized law enforcement system Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Du Output (s) Outcome (s) Indicator (s) Target (s) Entity/ Programme/ ration 2024 ies Sub- Start End Programme Date Date Areas security Sub-Indicators and Targets Weather- facilities related and/or # Of renovation 132 other shocks projects and disasters completed may cause # Of new 7 delays in the construction execution of projects project completed activities. ii.Implement 2018 2025 To % Coverage of 86% Jamaica /19 /26 implement targeted parish Delays in Eye major capitals and/or project technology major towns that initiation/impl transformat have CCTV ementation ion projects networks may result in focused on implemented loss of islandwide # Of cameras 950 financial installation installed allocation of CCTV islandwide cameras in Insufficient parish compliance capitals and with system main requirements townships 183 National Strategy 5-2: Reform and modernize the law enforcement system National Strategy Outcome: Reformed and modernized law enforcement system Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Du Output (s) Outcome (s) Indicator (s) Target (s) Entity/ Programme/ ration 2024 ies Sub- Start End Programme Date Date Areas iii.Upgrade 2019 2025 To provide % Coverage for 75% and /19 /26 islandwide police radio across replace coverage the island hybrid for # Of sites 5 per year (15 digital/anal modernized completed (i.e., total) ogue sites police radio upgraded/replace and network d/implemented) implement per year (22 in new total targeted) broadcast sites iv.Expand the 2018 2024 To connect % Of critical mass 73% JCF /19 /25 100% of facilities Microwave critical connected Network mass police facilities to # Of new sites 57 the secured completed (i.e., Microwave implemented, and Data integrated) Network v.Enhance 2016 2023 To support % Handheld 100% the Traffic /17 /24 improved devices delivered Ticketing police to the JCF Manageme traffic nt System manageme 184 National Strategy 5-2: Reform and modernize the law enforcement system National Strategy Outcome: Reformed and modernized law enforcement system Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Du Output (s) Outcome (s) Indicator (s) Target (s) Entity/ Programme/ ration 2024 ies Sub- Start End Programme Date Date Areas (TTMS) nt # Of handsets 3000 operations procured through implementa tion of the Traffic Ticketing Manageme nt System (TTMS) vi.Establish 2022 2023 To improve Case Extent automated i. Installation MNS automated /202 /202 efficiency Management Station completed Station 3 4 of the SRMS Management for the Manageme internal Systems installed Jamaica nt Systems business and operational Constabulary processes Case and Managemen customer t System service of Station the Jamaica Records Constabular Managemen y Force t System (SRMS) 185 National Strategy 5-2: Reform and modernize the law enforcement system National Strategy Outcome: Reformed and modernized law enforcement system Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Du Output (s) Outcome (s) Indicator (s) Target (s) Entity/ Programme/ ration 2024 ies Sub- Start End Programme Date Date Areas vii.Establish To provide Extent regulatory Private Security MNS, relevant a regulatory framework for Regulation Private regulatory framework Private Security Authority (PSRA) Sector framework for the Sector is (Amendment) for the Private developed and Bill submitted Private Security operational for approval Security Sector that Sector is harmonized with national security arrangeme nts and protects the rights of citizens and other stakeholder s 186 National Strategy 5-3: Improve the Security of the Border and Territorial Waters National Strategy Outcome: Secure Border and Territorial Waters Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Du Output (s) Outcome (s) Indicator (s) Target (s) Entity/ Pogramme/S ration 2024 ies ub- Start End Programme Date Date Areas Development Area: Security of Border and Territorial Waters Sector Strategy: Strengthen management of the border and territorial waters through legislative and regulatory Aligned SDGs Targets: 10.7, 16.2, 16.4, 16.6, 16.a review, modernization and the use of technology, institutional strengthening, and strategic partnerships

3. Security of 2009 2030 To State Enabling MNS Adequate Legislative Jamaica’s strengthen capacity environment for a resources strengthening Broder and the security strengthened secure border and and and other Territorial of Jamaica’s to deliver territorial waters capacity supporting Waters sovereign national across all activities may Main actions territory security Sub-Indicators Targets: relevant not be include: through services in include: entities to completed i.Develop modernizin the areas of % Completion of 100% support within and g and passport, the maritime timely schedule implement harmonizin immigration, domain completio and/or not maritime g the and awareness n of sufficiently domain regulatory citizenship; programme activities prioritized awareness and and programm institutional management The border Lack of e frameworks of border security policy synergy and for and (maritime strategy buy-in from immigratio territorial included), ICT external n, border waters improvements, stakeholders security Infrastructure. – may affect the and for PICA, JDF, JCF, development Jamaica Customs and/or 187 National Strategy 5-3: Improve the Security of the Border and Territorial Waters National Strategy Outcome: Secure Border and Territorial Waters Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Du Output (s) Outcome (s) Indicator (s) Target (s) Entity/ Pogramme/S ration 2024 ies ub- Start End Programme Date Date Areas ii.Strengthen territorial Extent 100% MNS, implementatio governanc waters governance/regul completion of PICA n of regulatory e/regulator atory framework drafting framework y for immigration, requirements for and framework border security Amendment to institutional (amend, and anti-terrorism the Immigration strengthening revise is strengthened Restriction and/or (Commonwealth introduce Citizens) Act and new Aliens Act legislation/ policies/str ategies/reg ulation) for the manageme nt of Immigratio n, border security and anti- terrorism efforts iii.Strengthen Extent PICA is Implementation PICA, the sufficiently of the Border MNS capacity capacitated/stren Management and gthened, including System 188 National Strategy 5-3: Improve the Security of the Border and Territorial Waters National Strategy Outcome: Secure Border and Territorial Waters Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Du Output (s) Outcome (s) Indicator (s) Target (s) Entity/ Pogramme/S ration 2024 ies ub- Start End Programme Date Date Areas operations in the use of Implementation of the technology, to of Government Passport, deliver services Gate-way Portal Immigratio Installation of e- n and Gates Citizenship Agency (PICA) Establishment of Document Forensic Lab iv.Develop % Completion of 100% MNS, and the maritime JCF implement domain programm awareness es for programme border security Development of a Strategy manageme National Border submitted as a nt and Security Policy White Paper to protection and Strategy the Houses of of Parliament Jamaica’s territorial waters v.Develop Extent Anti- Development of and Terrorism 189 National Strategy 5-3: Improve the Security of the Border and Territorial Waters National Strategy Outcome: Secure Border and Territorial Waters Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Du Output (s) Outcome (s) Indicator (s) Target (s) Entity/ Pogramme/S ration 2024 ies ub- Start End Programme Date Date Areas implement Plans/Projects National plans for implemented Counter anti- Terrorism terrorism Strategy National Strategy 5-4: Strengthen the anti-crime capability of law enforcement agencies National Strategy Outcome: Strong anti-crime capability of law enforcement agencies Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Du Output (s) Outcome (s) Indicator (s) Target (s) Entity/ Programme/ ration 2024 ies Sub- Start End Programme Date Date Areas Development Area: Anti-Crime Capability of Law Enforcement Sector Strategy: Develop and modernize the regulatory, strategic, and institutional frameworks for anti-crime law Aligned SDGs Targets: 3.5, 16.1, 16.3, 16.4, 16.5 enforcement 190 National Strategy 5-4: Strengthen the anti-crime capability of law enforcement agencies National Strategy Outcome: Strong anti-crime capability of law enforcement agencies Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Du Output (s) Outcome (s) Indicator (s) Target (s) Entity/ Programme/ ration 2024 ies Sub- Start End Programme Date Date Areas

4. Modernize 2009 2030 To Relevance of Strong regulatory % Of priority 30% of priority MNS Sufficient Insufficient Anti-Crime strengthen anti-crime environment for legislations, legislations resources, resources Legislative the state’s legislative anti-crime law policies, and submitted for particularl Framewor anti-crime framework enforcement strategies approval. y, human Insufficient k capability strengthened (completed) resources stakeholder to reduce submitted for for timely buy-in major approval drafting crimes, of Shocks that corruption legislation divert focus and may lead to proceeds Stakehold delays from crime er participati on and Main actions buy-in include: i.Modernize 2009 2030 To Legislative Modern legislative Extent Partial legislative modernise framework framework for the modernization of Proceeds of framework the for the reduction of legislative Crime for the legislative reduction of unexplained wealth framework for the (Amendment) reduction framework illicit through corruption reduction of illicit Act tabled in of illicit towards enrichment and bribery in all enrichment parliament enrichmen mitigating strengthened their forms completed Amendment to t through and MOCA Act (7th criminality, prosecuting Schedule) corruption, illicit and enrichment 191 National Strategy 5-4: Strengthen the anti-crime capability of law enforcement agencies National Strategy Outcome: Strong anti-crime capability of law enforcement agencies Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Du Output (s) Outcome (s) Indicator (s) Target (s) Entity/ Programme/ ration 2024 ies Sub- Start End Programme Date Date Areas bribery while eliminating deficiencies in existing legislations ii.Modernize To Relevance of Modern legislative Extent Partial legislative Modernise laws framework that modernization of An Act to Repeal framework the governing empowers law legislative and Replace the for the legislative access to, enforcement to framework for Firearms Act identificati framework and use of sufficiently identify enforcement and tabled in on and that firearms and prosecute prosecution of parliament prosecutio empowers strengthened firearms and offensive Offensive n of law offensive weapons weapons Weapons firearms enforceme violations. violations (Prohibition) and nt to completed (Amendment) offensive sufficiently Act tabled in weapons identify and parliament violations prosecute firearms and offensive weapons violations. 192 National Strategy 5-4: Strengthen the anti-crime capability of law enforcement agencies National Strategy Outcome: Strong anti-crime capability of law enforcement agencies Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Du Output (s) Outcome (s) Indicator (s) Target (s) Entity/ Programme/ ration 2024 ies Sub- Start End Programme Date Date Areas iii.Strengthen 2009 2030 To Relevance of Enabling Extent regulatory 100% The Anti- strengthen policy and environment for framework for completion of Trafficking the anti- legislation on effective Anti-Trafficking in drafting in Persons trafficking trafficking in enforcement of Persons (TIP) requirements for ITIP) in persons persons anti-trafficking in revised/modernis Trafficking in regulatory regulatory strengthened persons policy and ed and in effect Persons (TIP) framework framework legislation (Amendment) Act Draft Policy on Trafficking in Persons completed iv.Establish Extent National Cybersecurity Cabine National Cyber Security Strategy t Cyber Regulatory and reviewed and Office, Security Programming updated MNS Strategy Framework Cybersecurity and established Strategy Programmi Implementation ng Plan developed Framework Medium term outputs/outcom e of and medium term outputs/outcom e achieved 193 National Strategy 5-5: Strengthen the Management, Rehabilitation and Reintegration of National Strategy Outcome: Rehabilitated and Reintegrated Clients of Clients of Correctional Services Correctional Services (Offenders) Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Du Output (s) Outcome (s) Indicator (s) Target (s) Entity/ Programme/ ration 2024 ies Sub- Start End Programme Date Date Areas Development Area: Offender Management, Rehabilitation and Reintegration Sector Strategy: Strengthen the regulatory, governance and management frameworks for the administrative management, Aligned SDGs Targets: 10.7, 16.1; 16.3 rehabilitation, and reintegration of criminal offenders

5.Offender 2009 2030 To Relevance of Enabling % Recidivism rate 38% recidivism DCS, Sufficient Insufficient Manageme modernize legislation, environment for rate by 2024 MNS resources stakeholders nt, the policies and the rehabilitation DCS, and buy-in and/or Rehabilitati regulatory systems for and reintegration MNS capacity conflicting on and and offender of criminal interests Reintegratio n governance management offenders Sufficient among framework , stakehold stakeholders Main actions and rehabilitation er include: manageme and participati i.Strengthen - - nt systems reintegration Extent legislative Partial on and policy and of the strengthened and policy - Completion of buy-in legislation Departmen framework for Drafting framework t of offender Requirements Effective for Correctiona management and for change offender l Service rehabilitation is Development managem manageme (DCS) and modernized of the ent nt, the Offender rehabilitati manageme Management on, and Policy 194 National Strategy 5-5: Strengthen the Management, Rehabilitation and Reintegration of National Strategy Outcome: Rehabilitated and Reintegrated Clients of Clients of Correctional Services Correctional Services (Offenders) Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name of Schedule/Du Output (s) Outcome (s) Indicator (s) Target (s) Entity/ Programme/ ration 2024 ies Sub- Start End Programme Date Date Areas Development Area: Offender Management, Rehabilitation and Reintegration Sector Strategy: Strengthen the regulatory, governance and management frameworks for the administrative management, Aligned SDGs Targets: 10.7, 16.1; 16.3 rehabilitation, and reintegration of criminal offenders reintegrati nt of - Review of the on Offenders Corrections Act and Bill submitted for tabling ii.Introduce - - To digitize Extent Electronic System procured Electronic custodial Jail Management and Jail manageme System installed implementation Manageme nt and operational commenced nt System operations 195 National Outcome #6 “Effective Governance” Medium Term Strategic Policy Framework Overview National Outcome 6 “Effective Governance” gives focus to Jamaica’s operationalization of the type of governance system that is required to drive the realization of a developed Jamaica, which offers a good quality of life to all its citizens in accordance with the principles of multi- dimensional justice. Effective governance also represents the aspirations of the Jamaican people for ontological security, cohesion, empowerment, and enablement within a dynamic social order that is responsive to their evolving needs regarding their rights and obligations within society. It envelopes the principles and practices around transformational leadership and participatory development. The strategic approach to the achievement of “Effective Governance” has been driven by policies geared towards strengthening government effectiveness; capacity for citizenry engagement in national and local governance; greater efficiencies in the delivery of justice services that are timely, equitable and restorative; access to human rights institutions and services; open access to information, and quality data and statistics within a coordinated National Statistics System (NSS); recognition of personhood and citizenship of each Jamaican, including through efforts towards the establishment of a National Identification System (NIDS); and structures and institutional arrangements to support gender equality and equity; among other areas. There will be continued prioritization of these in policy and planning Jamaica has improved in government’s effectiveness to deliver state services, including justice. The country has also advanced in integrating the rights-based approach in governance systems, institutions, and practices. This has included increasing access to justice services as well as advancing alternative justice, especially restorative justice. There have been significant strides towards establishing a National Identification System with plans for the operationalization of the system and implementation commencing under MTF 2021-2024. However, there are recognized structural and institutional impediments to achieving the desired outcomes for governance. This is reflected in insufficient progress in several areas of governance based on local assessments of development performance and global indicators. Development gaps are evident in institutional processes for coordination of national data and statistical systems, local governance, and rule of law. There remain inequities in access and outcomes to governance processes and justice services. The COVID-19 pandemic has also negatively impacted performance under key governance indicators such as government effectiveness, with governments across the globe stretched to respond to a multitude of competing challenges. Medium Term Socio-Economic Policy Framework (MTF) 2021-2024 builds on the existing strategic approach with focus on further developing the regulatory and institutional framework for governance. There is also an intertwining of increasing opportunities for 196 citizenry empowerment and enablement to effectively engage with governance and justice arrangements towards the realization of “Effective Governance” for all. Improving government effectiveness will remain among the top priorities as Jamaica continues along an economic development path focused on macro-economic stability and accelerated growth. These will be driven by increased efficiencies and productivity, a low debt-burden and an enabling environment for increased public and private investments in development-oriented initiatives. Accordingly, strengthening the regulatory and institutional framework and structures for integrated results-based management, including Medium Term Results-Based Budgeting (MTRBB) is critical. Also important is institutionalizing a service excellence culture towards greater efficiencies and effectiveness in government meeting citizens’ needs. The continued strengthening of local governance structures, access to quality data and information, the justice system and the framework and institutional arrangements around aligning constitutional rights with an evolving Jamaican society are demonstrations of the prioritization of enabling multi-dimensional justice outcomes. The revised structure of the MTF with greater focus on development results and the inclusion of programming for updating the Vision 2030 Jamaica Sector Plans and developing a Cost Estimation Framework for the MTF are testament to Jamaica’s focus on establishing a strong, accountable planning framework that is continuously improved toward currency, relevance, and agility in adapting to a dynamic global context. Medium Term Results and Policy-Driven Strategies and Development Programmes Table 6A below presents medium-term targets for “Effective Governance” and selected data. The medium term performance is based on the extent to which the expected policy-driven results from strategic programming and implementation are achieved (see next table). Partners in development contribute to the achievement of the medium-term targets by aligning their planning to the strategies and programmes. 197 Table 6A. Table of Indicators: National Outcome #6 – “Effective Governance” National Outcome # 6 – Effective Governance National Outcome Baseline Actual Targets Indicators 2007 2012 2015 2018 2019 2020 2021 2012 2015 2018 2021 2022 2023 2024 2030 Voice and Accountability 0.60 0.45 0.55 0.58 0.61 0.78 0.88 0.88 0.88 0.78 0.78 0.78 1.27 Index 0.63 Rule of Law Index -0.44 -0.41 -0.23 -23 -0.31 -0.24 -0.30 0.04 0.04 0.04 0.04 0.04 0.04 1.41 Government 0.30 0 0.25 0.5 0.49 0.18 0.45 0.45 0.55 0.45 0.45 0.45 1.51 Effectiveness Index 0.41 Control of Corruption -0.46 -0.35 -0.23 -0.18 -0.07 -0.24 0.13 0.13 0.13 0.13 0.13 0.13 1.59 Index -0.01 Regulatory Quality Index 0.31 0.24 0.11 0.2 0.17 0.09 0.33 0.53 0.53 0.33 0.33 0.33 0.33 1.35 Case Clearance Rate (%) 93.78 92.09 87.0 94.31 101.6 - 95 95 95 95 95 95 100 96.47 (prov.) The planned results, strategies, and development programming for “Effective Governance” under MTF 2021-2024 are aligned with SDGs 5, 10, 16 and 17. Figure 6A - Alignment of National Outcome 6 “Effective Governance” and the SDGs GOAL 5: Achieve GOAL 10: Reduce GOAL 16: Promote gender equality and inequality within and peaceful and empower all women among countries inclusive societies and girls for sustainable development, provide access to justice for all and build effective, GOAL 17: Strengthen accountable and the means of inclusive institutions implementation and at all levels revitalize the global partnership for sustainable development 198 Table 6B shows the national and sector strategies and aligned programming that will be implemented by government and other partners in development over the period FY 2021/22 – FY 2023/24 to advance “Effective Governance” and aligned SDGs. Stakeholders are encouraged to align your planning to what is presented in the table. Table 6B. Table of National Strategies and Medium-Term Policy-Driven Sector Strategies, Programmes and Results – “Effective Governance” National Strategy 6-1: Strengthen the process of citizen participation in governance National Strategy Outcome: Participatory Governance Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Participatory local governance Sector Strategy: Improve local governance by building and strengthening citizen and civil society institutional capacity Aligned SDG Targets: 10.2,16.7, 17.17 to engage in dialogue, decisions and actions that promote development

1. Participatory 2009 2030 To increase Capacity Enabling MLGRD, Sufficient Insufficient Governance participation in of environment SDC human, human, Framework local communit for citizen financial and financial and (PGP) governance by y participation technology technology establishing organizati in local resources resources and building ons to governance Main actions the capacity of participat and Relevant Stakeholders include: community e in local development regulatory lack organizations governan planning framework in sufficient i.Promote and to participate ce # Of Civil - 105 CSOs place capacity facilitate citizen in decision decision society strengthened and/or buy- participation in making at all making organizations and 10 Stakeholder in to advance local levels strengthe strengthened established buy-in and participatory governance ned /established participation governance 199 National Strategy 6-1: Strengthen the process of citizen participation in governance National Strategy Outcome: Participatory Governance Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date # Of - 70 Advocacy Advocacy Plans Plans completed completed/i and partially mplemented implemented

2. Community To increase Access to Research and evidence- communit Development based y listings, Planning community maps, (CRDP) planning profiles, Main actions actions for and plans include: local and for the national 775 development communit i.Develop/Expan through ies as a Extent 28 Community MLGRD, d databases on priority plans, basis to database on Profiles SDC communities projects and guide communities programmes policy, (listings, program maps (asset), 18 Asset Maps me profiles and developm plans, ent and updated 4 Community evaluatio geographical Borders and n, borders and Boundaries improved boundaries) redefined expanded 200 National Strategy 6-1: Strengthen the process of citizen participation in governance National Strategy Outcome: Participatory Governance Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date 4 National Institutional listings updated 30 Community Priority Plans completed National Strategy 6-2: Reform the Justice National Strategy Outcome: Multi-dimensional justice outcomes for all / inclusive and equitable access to justice and justice System outcomes Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub- n Indicator (s) 2024 (FY 23/24) (000) Programmes Start End Areas Date Date Development Area: Justice System Reform and Modernization Sector Strategy: Enhance access to justice services, including the administrative system in the courts Aligned SDG Targets: 16.3, 16.6, 16.10

3. Justice System 2009 2030 To create a Access to Enabling Extent Justice Partially MOJ Sufficient Insufficient Reform and modern justice timely, environment System achieved/compl human, human, Modernization system that equitable for inclusive Modernization eted financial and financial and facilitates and and and Reform technology technology equitable restorati equitable achieved resources resources access to ve justice access to justice in an services multi- 201 National Strategy 6-2: Reform the Justice National Strategy Outcome: Multi-dimensional justice outcomes for all / inclusive and equitable access to justice and justice System outcomes Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub- n Indicator (s) 2024 (FY 23/24) (000) Programmes Start End Areas Date Date efficient and improve dimensional Products and Process effective d justice and services meet related manner, justice stakeholder delays in engendering outcomes demand procurement public and confidence and Stakeholder implementati trust buy-in and on Main Actions Sub-Objectives utilization of include: include: services i.Infrastructural To create Extent Partial development: modern justice infrastructural 12 Alternative a. Construct/re infrastructure development Justice Services novate completed (AJS) facilities : courthouses (5 Restorative and Justice Centres , establish 7 Parish Justice Parish Centres); 3 Justice Judicial Centres Complexes and 3 Parish Judicial Complexes constructed/est ablished and operational at approximately 50% completion by 2026 202 National Strategy 6-2: Reform the Justice National Strategy Outcome: Multi-dimensional justice outcomes for all / inclusive and equitable access to justice and justice System outcomes Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub- n Indicator (s) 2024 (FY 23/24) (000) Programmes Start End Areas Date Date ii.Policy Planning To formulate, Extent relevant and implement and policies Partial development administer developed and policies, plans, implemented - One Stop projects and Shop initiatives that Minister’s enable the Licence effective and - Marriage Act efficient - Revised delivery of Restorative justice services Justice Policy iii.Integrated Case To implement Extent Partial Management: Integrated Integrated implementation a. Implement Case Case of Integrated Judicial Case management Management Case Managemen Solutions system Management t System across justice developed and Solutions: (JCMS) sector facilities implemented - 6 Courts in b. Case select parishes Managemen benefit from t Solutions Judicial Case provided to Management Justice System (JCMS) Sector - Case Facilities Management delivering Solutions Restorative provided to 203 National Strategy 6-2: Reform the Justice National Strategy Outcome: Multi-dimensional justice outcomes for all / inclusive and equitable access to justice and justice System outcomes Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub- n Indicator (s) 2024 (FY 23/24) (000) Programmes Start End Areas Date Date Justice (RJ), justice sector Child facilities Diversion delivering RJ, (CD), and CD, VS Victim Services (VS) iv.Social Justice To facilitate % Increase in - 46% increase Services: access to use of in use of a. Provide justice through Restorative Restorative victims of the increased justice services Justice crime with utilization of services adequate Alternate and Justice Services % Increase in - 204% increase requisite (AJS) in Parish Victim Services in Victim victim Justice Centres Services services and b. Provide Restorative % Increase in - 359% increase appropriate Justice Centres Child Diversion in Child rehabilitatio islandwide Diversion n services to children who are in conflict with the law 204 National Strategy 6-2: Reform the Justice National Strategy Outcome: Multi-dimensional justice outcomes for all / inclusive and equitable access to justice and justice System outcomes Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub- n Indicator (s) 2024 (FY 23/24) (000) Programmes Start End Areas Date Date v.Legal To enhance % Increase in - 10% (1,331) Assistance: access to access to legal increase in a. Provide legal justice for all assistance the number of assistance to persons, the the especially the poor/indigent vulnerable poor and suspects marginalized represented in Parish (Increase Court by 2024 representation - 20% or 2,332 of in Parish Duty Counsel Courts by 20% visits/represent annually and ation as per request by 2024 Duty Counsel assignments by 10% annually) National Strategy 6-4: Engage in Constitutional Reform National Strategy Outcome: Modern Constitutional Framework Development Programme & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Legal and Constitutional Affairs 205 National Strategy 6-4: Engage in Constitutional Reform National Strategy Outcome: Modern Constitutional Framework Development Programme & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Sector Strategy: Engage in Constitutional review and reform towards advancing the rights-based approach to Aligned SDG Targets: 16.3, 16.6, 16.10 development, effective governance, and multi-dimensional justice outcomes

4. Legal and 2009 2030 To advance Legislativ Enabling MOJ19/M Sufficient Insufficient Constitutional legislation and e output environment LCA20 human, human, Reform constitutional and for accessing financial and financial and reform in environm legal and technology technology furtherance of ent in constitutiona resources resources Main actions the support l rights include: Government’s of Timely Process i.Advance legal development developm Faster and Extent legal Partial Implementatio related and agenda and ent and more and n delays in constitutional enablement of citizen’s efficient law constitutional procurement reform citizen’s rights rights reform reform and improved process achieved implementati - Extent - 9 Bills and 6 on (number, subsidiary type etc.) legislation bills and produced by subsidiary March 31, legislation 2024 produced - Constitutional (Based on Reform Bill 2030 target tabled in Parliament by 19 Up to December 2021 20 Ministry of Legal and Constitutional Affairs 206 National Strategy 6-4: Engage in Constitutional Reform National Strategy Outcome: Modern Constitutional Framework Development Programme & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date – to be March 31, defined) 2024.21 - Inter- - Legislative ministry Teams collaboratio operational in n all Ministries strengthene by April 1, d 2023 21 Please note that this timeline could be changed against the background of the possible need to undertake further consultations, which would necessitate adjustments to the draft Bill, etc. The final decision regarding timing of the Bill’s tabling in Parliament rests with the political directorate. 207 National Strategy 6-5: Strengthen public institutions to deliver efficient and effective public goods and National Strategy Outcome: Public Institutions deliver efficient and services effective public goods and services Development Programme & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub- n Indicator (s) 2024 (FY (000) Programmes Start End 23/24) Areas Date Date Development Area: Public Sector Modernization and Transformation – Performance Management and Learning Sector Strategy: Establish a Performance Management and Learning Framework across Government to Aligned SDG Targets: 16.6 strengthen government effectiveness

5. Deliver Service To improve Service Enabling Outcome Indicators Cabinet Sufficient Insufficient Excellence efficiency and delivery environment % Change in 10% Office human, resources Programme effectiveness in for effective customer improvement financial and and capacity in the delivery governme government satisfaction in customer technology of public goods nt score satisfaction resources and services improved score attained Insufficient for those Effective change To improve entities Change management Customer performing management and Service below 80% across resistance to Experience government change across GOJ # Of Ministries Six (6) and within operating in ministries institutions Insufficient accordance operating in monitoring with the accordance Effective and Service with the results-based evaluation Excellence Service monitoring Policy Excellence (SE) and evaluation Policy (M&E) system Main actions Output indicators: to inform include: evidence- 208 National Strategy 6-5: Strengthen public institutions to deliver efficient and effective public goods and National Strategy Outcome: Public Institutions deliver efficient and services effective public goods and services Development Programme & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub- n Indicator (s) 2024 (FY (000) Programmes Start End 23/24) Areas Date Date i.Establish Extent Service Service based policy, Service Excellence Excellence planning and Excellence Programme Policy and action policy, plan and developed and implementatio learning implemented n Plan framework developed and approved 6 Customer Service Improvement Plans (CSIPs) for ministries completed Service Excellence Learning Pathway and Curriculum developed The Service Excellence Function 100% operational

6. Strengthen IADB Civil Score of 59 as Cabinet Ministries to Service of 2022 and 61 Office manage Development as of 2024 performance Index score 209 National Strategy 6-5: Strengthen public institutions to deliver efficient and effective public goods and National Strategy Outcome: Public Institutions deliver efficient and services effective public goods and services Development Programme & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub- n Indicator (s) 2024 (FY (000) Programmes Start End 23/24) Areas Date Date across their (Baseline 2017, portfolios 54) Main actions include: i.Deliver Extent Partial performance Machinery of Recommendati improvement Government ons to improve programme (MOG) the MOG Strengthened developed and approved Extent the Partial Houses of ICT Parliament Development (HOP) Plan and strengthened recommendati on for Institutional strengthening approved ii.Strengthen management of public sector human resource: 210 National Strategy 6-5: Strengthen public institutions to deliver efficient and effective public goods and National Strategy Outcome: Public Institutions deliver efficient and services effective public goods and services Development Programme & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub- n Indicator (s) 2024 (FY (000) Programmes Start End 23/24) Areas Date Date a. Establish/Op Extent Capacity to Cabinet erationalize Employee fully adopt and Office, Employee Management operationalize MOFPS, Managemen Policy (EMP) the EMP Policy OSC t Policy framework across the (EMP) established/op public sector Framework erationalized partially in GOJ developed b. Establish/Op # Of 5 Ministries Cabinet erationalize institutions Office, GOJ operating in MIND Learning accordance and with the GOJ Developmen Learning and t Policy Development Framework Policy Development Area: Public Sector Modernization and Transformation – Integrated Results-Based National Development Framework Sector Strategy: Establish and institutionalize an Integrated Results-Based Management (IRBM) culture and system in GOJ in Aligned SDG Targets: 16.6, 17.18, 17.19 support of achieving national development goals and aligned SDGs

7. Establish To establish GoJ Integrated Sufficient Insufficient regulatory, regulatory, Capacity Results- capacity and capacity and institutional, institutional, for Based resources – resources and operational and results- Management human, framework for operational based (IRBM) financial/budg Insufficient Integrated framework for policy, culture and etary, and stakeholder Results-Based results- based planning system in GoJ technology participation, 211 National Strategy 6-5: Strengthen public institutions to deliver efficient and effective public goods and National Strategy Outcome: Public Institutions deliver efficient and services effective public goods and services Development Programme & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub- n Indicator (s) 2024 (FY (000) Programmes Start End 23/24) Areas Date Date Management national budgeting contribution, (IRBM) in GOJ development and Timely and/or policy, program production of ownership planning, med deliverables budgeting and improved programming Stakeholder Main Actions for achieving Indicators Targets buy-in, include: Jamaica’s particularly by national national i.Establish Extent Partial Cabinet development leadership in Integrated Integrated Office, goals and government Results Based Results Based - IRBM Policy MOFPS, aligned SDGs and non- Management Management) promulgated PIOJ government Policy IRBM) Policy - Governance sectors Framework in Framework and GOJ established institutional Change and framework management operationalize established implemented d ii.Establish an Extent Phase II Roll- MOFPS, integrated Results/Perfor Out of Results PIOJ results-based mance Based Based management/p Budgeting is Budgeting erformance developed and (MTRBB) based rolled- framework budgeting out/implemen Public system in GOJ ted in the GOJ Investment Management 212 National Strategy 6-5: Strengthen public institutions to deliver efficient and effective public goods and National Strategy Outcome: Public Institutions deliver efficient and services effective public goods and services Development Programme & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub- n Indicator (s) 2024 (FY (000) Programmes Start End 23/24) Areas Date Date Information System (PIMIS) aligned to MTF and SDGs Cost Estimation Framework for MTF developed iii.Establish an integrated results-based planning system in GOJ a. Develop and Extent Vision 28 Sector Plan PIOJ, Implement 2030 Jamaica Documents (for MOFPS Vison 2030 results-based period 2009- Jamaica – planning 2030) are National framework is updated to Developmen maintained reflect t Plan (NDP) and strengthened on a results- strengthened results-based based planning managemen Medium Term t framework Socio- (RBM) Economic Policy Frameworks (MTFs) 2021- 213 National Strategy 6-5: Strengthen public institutions to deliver efficient and effective public goods and National Strategy Outcome: Public Institutions deliver efficient and services effective public goods and services Development Programme & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub- n Indicator (s) 2024 (FY (000) Programmes Start End 23/24) Areas Date Date 2024 and 2021- 2027 are results based (framework for linking programme and sectoral results to national results) b. Develop % Increase in 60% Cabinet results- the average Office based score for (Baseline 2021, Business quality that 50%) and Ministries Operational receive for Plans for their annual MDAs business and operational plans c. Monitor the Extent Presentation of PIOJ, Sustainable Monitoring Jamaica’s 2nd STATIN, Developmen and Reporting Voluntary MFAFT t Goals on SDG National (SDGs) in Implementatio Review (VNR) Jamaica and n (through Report at the Report at Vision 2030 High-Level the national, Jamaica) Political Forum 214 National Strategy 6-5: Strengthen public institutions to deliver efficient and effective public goods and National Strategy Outcome: Public Institutions deliver efficient and services effective public goods and services Development Programme & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub- n Indicator (s) 2024 (FY (000) Programmes Start End 23/24) Areas Date Date regional, (HLPF) on the and global Sustainable levels Development Goals (SDGs) – July 2022 Development Area: National Identification System Sector Strategy: Establish and maintain a National Identification System (NIDS) Aligned SDG Targets: 16.9

8. National 2018 2030 To implement Access to Population OPM Requisite Untimely Identification a new National new enrolled legislation, establishmen System (NIDS) Identification national Partners: policies, t of TAJ, E-Gov, System to identificat regulations, necessary ECJ, RGD, provide a ion under and frameworks PICA, secure, secure Jamaica institutional and systems reliable, and identity Post, arrangements unique verificatio Ministry of are in place, Insufficient method of n and Transport within resources verifying and authentic and schedule and capacity authenticating ation via Mining an individual’s the (MTM) Adequate Inadequate identity National funding, sectoral and Identificat relevant systemic ion infrastructure, adjustments System and technical to promote (NIDS) expertise registration Main actions for and use include 215 National Strategy 6-5: Strengthen public institutions to deliver efficient and effective public goods and National Strategy Outcome: Public Institutions deliver efficient and services effective public goods and services Development Programme & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub- n Indicator (s) 2024 (FY (000) Programmes Start End 23/24) Areas Date Date i.Establish Extent NIRA NIRA OPM Relevant of the NID by National operational operational sectors and citizens Identification and issuing societal and Registration cards systems are re- Authority (legislation in oriented (NIRA) place and towards governance requiring the arrangements) NID for ii.Establish Extent ECJ New ECJ identity National role as oversig role as oversig verification, Identification ht body for ht body for authentication, and Registration NIRA NIRA assumed use of digital Inspectorate operationalize signature, and (NIRI - ECJ) d data for iii.Register % Coverage of Year 1 to 2 : national Jamaicans in target 35% of the planning the NIDS population population; database and Year 3 to 4: issue National 65% of the Identification population; Card (NIC) Year 5+ 70% of the population registered on 216 National Strategy 6-5: Strengthen public institutions to deliver efficient and effective public goods and National Strategy Outcome: Public Institutions deliver efficient and services effective public goods and services Development Programme & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub- n Indicator (s) 2024 (FY (000) Programmes Start End 23/24) Areas Date Date the NIDS database22 National Strategy Foster Equity in all Spheres of Society National Strategy Outcome: Equitable Society 6-6 Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respon Costs Assumptions Risks/Limita sible (‘000) tions Name Schedule/Dura Output Outcome Indicator (s) Target (s) tion Entity/i (s) (s) 2024 Start End es Date Date Development Area: Gender Equity Sector Strategy: Support and monitor a cohesive multi-sectoral policy, institutional and monitoring and Aligned SDG Targets: 5.1, 5.a, 5.c, 10.3 evaluation framework on gender and gender mainstreaming

9. Gender To foster Appropr Enabling Outcome Indicator Mainstrea gender iate Environmen Gender Inequality 0.400 ming equity in all policy t for gender Index Rating (Baseline 2018/19 – 0.405) spheres of framew equitable society orks to developme Main actions Indicators Targets mitigate include: 22 Provisional. The NIDS Mid-Term Evaluation in 2022, will determine the revised target in calendar year 2022 217 National Strategy Foster Equity in all Spheres of Society National Strategy Outcome: Equitable Society 6-6 Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respon Costs Assumptions Risks/Limita sible (‘000) tions Name Schedule/Dura Output Outcome Indicator (s) Target (s) tion Entity/i (s) (s) 2024 Start End es Date Date i.Implement 2011 2030 gender nt Number of 8 BGA Sufficient Insufficient National inequiti outcomes legislation/policies/p (Baseline 2019/20 – 6) and human, resources Policy for es rogrammes partner financial and Gender establis established Includes: s technology Eqlity hed and (reviewed and Tabling and Adoption of resources implem implemented) to the Prevention of Sexual Insufficient ented support the Harassment legislation by stakeholder advancement of FY 2021/22 buy-in, gender equality Stakeholders ownership # Of Statistical Generation of ≥ 3 buy-in, and Reports generated statistical report per Fiscal ownership and participation Year, including 1 Statistical participation Report for submission to the Gender Equality Observatory of the Latin Effects of America and the COVID-19 Caribbean (LAC) pandemic Extent males and Beneficiaries impacted by impact females are capacity building training engagement empowered and entrepreneurial grant of key support (numbers of stakeholders beneficiaries and values of , particularly grant to be stated) 218 National Strategy Foster Equity in all Spheres of Society National Strategy Outcome: Equitable Society 6-6 Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respon Costs Assumptions Risks/Limita sible (‘000) tions Name Schedule/Dura Output Outcome Indicator (s) Target (s) tion Entity/i (s) (s) 2024 Start End es Date Date ii.Establish To provide Access Enabling Extent National Policy approved and BGA Cultural the most National a safe to environmen Shelter Policy implementation and attitudes and vulnerable Shelters haven and gender- t for the developed and commenced. partner norms against for Victims resources based prevention implemented s GBV of Gender- for women social of and strengthened based and their protecti recovery Violence dependents on and from Prevailing (NSV-GBV) who have welfare gender gender experience services based # Of shelters ≥3 ideologies d abuse, to from violence negatively established recover and victims and other impact regain of GBV forms of cultural independen and abuse change in t life abuse support of increase gender d equity and reduction in GBV Sector Strategy: Transform the prevailing gender ideologies Aligned SDG Targets: 5.1, 5.2, 5.6 5.a, 5.c, 10.3

10. Gender To Access Enabling Socializat transform to Environmen ion the provisio t for gender prevailing ns for equitable gender gender- developme ideology based nt socializa outcomes tion 219 National Strategy Foster Equity in all Spheres of Society National Strategy Outcome: Equitable Society 6-6 Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respon Costs Assumptions Risks/Limita sible (‘000) tions Name Schedule/Dura Output Outcome Indicator (s) Target (s) tion Entity/i (s) (s) 2024 Start End es Date Date promoti ng gender equity increase d Main actions include: i.Educate To increase Access Enabling # Of participants ≥1500 participants BGA Sufficient Insufficient and knowledge, to environme engaged in engaged and human, resources sensitize capacity, informat nt for partner/stakeholder partner financial and the public and ion and gender capacity building on s technology Insufficient and raise advocacy other equitable GBV resources stakeholder awareness around capacity developme buy-in, of gender- gender- building nt Stakeholders ownership based based to outcomes buy-in, and violence violence impact ownership and participation (GBV) GBV participation increase COVID-19 d Cultural pandemic ii.Implement To increase Access # Of institutional ≥20 institutional focused BGA attitudes and impacts key Men and focus on to men focused capacity capacity building and and norms against stakeholder Masculinit men and and building and empowerment services partner GBV engagement y masculinity masculi empowerment delivered, including s strengthened , particularly Programm issues to nity services for supporting partnerships the most e facilitate a capacity development- and males groups vulnerable more building oriented male and 220 National Strategy Foster Equity in all Spheres of Society National Strategy Outcome: Equitable Society 6-6 Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respon Costs Assumptions Risks/Limita sible (‘000) tions Name Schedule/Dura Output Outcome Indicator (s) Target (s) tion Entity/i (s) (s) 2024 Start End es Date Date inclusive services masculinity attitudes Prevailing approach to improve and behaviours gender gender d ideologies equality negatively impact cultural Extent capacity ≥2 capacity building change in building and support interventions delivered support of services for gender unattached youth equity and Male Mentorship reduction in provided Programme (MMP) for at GBV risk youth in selected secondary educational institutions developed, launched and medium term programme implemented iii.Support the developme nt of adolescent parents: a. Impleme Extent Childcare, family planning, WCFJ nt developmental needs educational/skills and Program of adolescent training/certification, and partner me fo mothers in state nutrition and welfare s support accessed by 221 National Strategy Foster Equity in all Spheres of Society National Strategy Outcome: Equitable Society 6-6 Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respon Costs Assumptions Risks/Limita sible (‘000) tions Name Schedule/Dura Output Outcome Indicator (s) Target (s) tion Entity/i (s) (s) 2024 Start End es Date Date b. Adolecen sanctioned adolescent mothers in t Mothers programmes are met Women’s Centre of Jamaica Foundation programmes c. Impleme # Of young fathers ≥ 500 young fathers WCFJ, nt the engaged in capacity BGA Young building to support and Fathers responsible partner Initiatives fathers/parenting s National Strategy 6-7: Strengthen accountability and transparency mechanisms National Strategy Outcome: Accountable and transparent governance Development Programme Area(s) & Objective (s) Limited to April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- n Indicator (s) 2024 (000) Programme Areas Start End Date Date Development Area: Data, Statistics, and Information Sector Strategy: Strengthen the coordination and capacity of national statistics, data, and Aligned SDG Targets: 16.6, 16.10, 17.18, 17.19 information systems to support sustainable and inclusive national development

11. National 2009 2030 To establish a Quality of Coordinated STATIN, Sufficient Insufficient Statistics coordinated data and National MDAs human, resources System (NSS) National official Statistical financial and 222 National Strategy 6-7: Strengthen accountability and transparency mechanisms National Strategy Outcome: Accountable and transparent governance Development Programme Area(s) & Objective (s) Limited to April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- n Indicator (s) 2024 (000) Programme Areas Start End Date Date Main Actions Statistical statistics System (NSS) Sub-Indicators - Target technology and include: System (NSS) improved with quality include: includes: resources and capacities i.Establish a to produce and data and Extent Strategy and STATIN capacities coordinated make openly official coordinated Regulatory Pandemics National accessible, statistics for NSS is Framework Relevant policy and other Statistical quality data evidence- operational partially and regulatory shocks that System (NSS) and official based developed framework in impact and modernize statistics decision place access to the National making - Statistics Act respondents Statistics Office revised Compliance (NSO)/Statistica - National and voluntary Insufficient l Institute of Strategy for participation stakeholder Jamaica Development of data participation (STATIN) of Statistics providers/resp as (NSDS) and ondents respondents/ Statistics data Master Plan Marketing of providers partially open completed data/statistics Modernization STATIN platforms/das of NSO partially hboards/syste modernized ms ii.Produce and Extent census National STATIN provide open conducted and Census access to reports (2021/2022) quality data and produced conducted in official statistics 2022 and Main 223 National Strategy 6-7: Strengthen accountability and transparency mechanisms National Strategy Outcome: Accountable and transparent governance Development Programme Area(s) & Objective (s) Limited to April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- n Indicator (s) 2024 (000) Programme Areas Start End Date Date from periodic Report(s) sample-surveys, completed censuses, and forecasts and projections Extent Periodic social, scheduled economic, and periodic environmental official official statistics statistics available produced and made accessible to the public Extent Economic PIOJ, BOJ scheduled forecasts and economic projections forecasts and produced and projections made available available to the public and other key stakeholders iii.Establish 2019 2030 Extent Online PIOJ online/electroni online/electro Monitoring c monitoring nic monitoring Platform for tools for Vision tools for Vision Vision 2030 2030 Jamaica 2030 Jamaica Jamaica and and the SDGs the SDGs and 224 National Strategy 6-7: Strengthen accountability and transparency mechanisms National Strategy Outcome: Accountable and transparent governance Development Programme Area(s) & Objective (s) Limited to April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- n Indicator (s) 2024 (000) Programme Areas Start End Date Date and the SDGs Mobile operational Application launched in FY 2022/23 Statistical STATIN Dashboard for SDGs Indicators established and maintained

12. Records and 2009 2030 To support the Access to Institutionaliz Extent Partially OPM Sufficient Insufficient Information establishment official ed Records legislative/reg established human, and/or Management and records and ulatory/institut and financial and untimely institutionaliza and Information ional operational by technology provision of tion of Records informati Management framework for March 2024 resources resources and on System in RIM Information increased GoJ established Change Legal, Management and Management regulatory (RIM) systems operational implemented and across the compliance Main actions Government of Stakeholder risks include: Jamaica (GoJ) capacity built i. Develop and Extent Partially for system Systems promulgate the regulatory - National uptake damage National framework Archives and owing to Archives and developed Records disaster Records Management 225 National Strategy 6-7: Strengthen accountability and transparency mechanisms National Strategy Outcome: Accountable and transparent governance Development Programme Area(s) & Objective (s) Limited to April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- n Indicator (s) 2024 (000) Programme Areas Start End Date Date Management and/or (NARM) Act (NARM) Act operational passed by 2024 ii.NARM Extent - Jamaica Authority institutional Archives and established arrangements Records developed Department and/or restructured operational as an autonomous entity by 2024 – NARM Authority established iii.MDAs # Of MDAs - 120 MDAs incorporate RIM incorporate incorporating system RIM system the RIM System by 2024

13. Access to 2009 2030 To modernize Access to Enabling Extent planned Partially OPM Sufficient Insufficient Information the informati environment outputs/action achieved/com human, human and (ATI) institutional on for access to s to strengthen pleted, by financial and financial Framework framework for improved information regulatory March 2024 technology resources the Access to framework resources and gaps in Information and outcomes technological System for public Delivery of capacity access to services in 226 National Strategy 6-7: Strengthen accountability and transparency mechanisms National Strategy Outcome: Accountable and transparent governance Development Programme Area(s) & Objective (s) Limited to April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- n Indicator (s) 2024 (000) Programme Areas Start End Date Date information accordance achieved/com with standards pleted and guidelines Main actions Stakeholders include: buy-in and i.Amend Access Extent ATI Act demand for to Information amendment to amended by prioritized Act (ATI) and Access to 2023 outputs Regulations Information Act and Regulations completed and made into effect ii.Automate Extent Access ATI Request Access to to Information Platform Information Request developed and Request System System implemented automated by 2024 iii.Utilize public - - education, communication s, and institutional monitoring frameworks to promote and protect citizen’s 227 National Strategy 6-7: Strengthen accountability and transparency mechanisms National Strategy Outcome: Accountable and transparent governance Development Programme Area(s) & Objective (s) Limited to April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- n Indicator (s) 2024 (000) Programme Areas Start End Date Date rights to access information, including: a. Complain Extent Complaints ts Complaints Management Manage Management Framework ment Framework fully Framewo developed developed, rk and/or and implemented implementatio n commenced b. Public Extent Public Public Authority Authority Authority Access to Access to Access to Informati Information Information on Institutional Institutional Institutio Score Card Score Card nal Score developed Framework Card and/or fully implemented developed, and implementatio n commenced Outcome Indicators: % Of Public 100% Of public authorities authorities complying meeting statutory 228 National Strategy 6-7: Strengthen accountability and transparency mechanisms National Strategy Outcome: Accountable and transparent governance Development Programme Area(s) & Objective (s) Limited to April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- n Indicator (s) 2024 (000) Programme Areas Start End Date Date with the ATI timelines for regulations processing access to information requests % Of Public 85% Of public authorities’ authorities scoring an scoring an overall good overall good benchmark benchmark score on score ‘Access to Information Institutional Score Card Framework’

14. Data Collection 2009 2030 To develop and Access to Strong GoJ Extent data Pilot DCIS OPM National Total funds and strengthen the data and data collection System design Archives and required Information management informati collection frameworks/sy completed Records have not yet Sharing (DCIS) of data on across and stems Management been secured collection and governme information developed and Authority will information nt entities sharing operational be Resistance to sharing across increased system Extent Intra operationalize change by the public information government d critical sector sharing Data Exchange stakeholders frameworks/sy Portal Compatibility stems operationalise of the eGov developed and d Jamaica operational Limited’s Data 229 National Strategy 6-7: Strengthen accountability and transparency mechanisms National Strategy Outcome: Accountable and transparent governance Development Programme Area(s) & Objective (s) Limited to April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- n Indicator (s) 2024 (000) Programme Areas Start End Date Date Main actions Exchange include: Portal and the i.Establish Data Extent DCIS Existing Data GOJ DCIS Collection and Portal Exchange Portal Information developed Portal Sharing (DCIS) and/or operationalize Regulatory Portal implemented d into the DCIS Framework in Portal by 2024 place and and piloted in operationalize the MoHW and d MoEYI Sufficient human, financial and technology resources and capacities 230 National Outcome #7 “A Stable Macroeconomy” Medium Term Strategic Policy Framework Overview National Outcome 7 “A Stable Macroeconomy” focuses on achieving a stable and predictable macroeconomic environment to foster sustainable economic growth and development for Jamaica. Macroeconomic stability lays a foundation for economic prosperity as it provides the conditions for the development of all economic sectors. This is based on the recognition that a stable macroeconomy reduces risk and uncertainty in decision making by economic actors. Vision 2030 Jamaica aims to create the macroeconomic conditions for high and sustained economic growth and improvements in the standard of living for Jamaicans. The domains of development for this national outcome centres on fiscal and debt sustainability, tax reform, financial stability, and price stability. Since 2009, successive MTFs have given focus to stabilizing macroeconomic conditions to foster sustainable economic growth and development for Jamaica. The first MTF, 2009-2012, was prepared and implemented against the backdrop of the global economic downturn of 2008-2009. The impacts and legacies of the crisis have shaped the country’s strategic responses, as reflected in successive MTFs, to recover stronger and maintain focus on achieving the long-term outcome of a stable macroeconomy. By the end of FY 2019/20, the second year of implementation of the fourth 3-year MTF, covering 2018-2021, macroeconomic stability was considered largely entrenched evidenced by stable inflation levels, debt on a firm downward path, seven consecutive years of growth, strong external positions with sufficient international reserves, and financial sector stability with adequate loss reserves and a sufficiently capitalized banking system. The entrenchment of macroeconomic stability established a strong foundation for higher levels of growth. However, the start of the third and final year of MTF 2018-2021 coincided with the early stages of the COVID-19 pandemic for Jamaica, which presented a severe public health crisis and evolved into an unprecedented socioeconomic crisis. The COVID-19 pandemic and measures employed to curb the spread of the disease disrupted lives and livelihoods. The gains made from stabilizing the macroeconomy acted as a buffer to some of the potentially most deleterious impacts associated with the pandemic. It supported a national response which sought to address the issues and challenges related to the crisis while safeguarding hard earned economic gains. 231 At the end of the implementation period of MTF 2018-2021, the pandemic remains a significant challenge for the country and threatens to further erode development gains and destabilize the macroeconomy. There continues to be increased uncertainty and risks in decision making by economic actors. Furthermore, the uncertainty regarding the pathway, duration and full impact of the pandemic adds an additional layer of complexity in determining the way forward. The country also continues to place emphasis on addressing other macroeconomic issues and challenges that hamper its pursuit of sustainable economic growth and development. Some of these include: - Low levels of economic growth - Need for strengthening of the supervisory and regulatory framework of the financial sector - High levels of public debt - A complex and cumbersome tax system In this regard, the planned priorities under MTF 2021-2024 seek to address these challenges to ensure the country preserves the gains it has made, builds economic resilience and places greater emphasis on achieving robust and inclusive economic growth. The medium-term strategic programme encompasses efforts aimed at ensuring fiscal and debt sustainability, maintaining financial system stability and price stability. Medium Term Results and Policy-Driven Strategies and Development Programmes Table 7A presents medium-term targets for “A Stable Macroeconomy” and selected data. The medium term performance is based on the extent to which the expected policy-driven results from strategic programming and implementation are achieved (see next table). Partners in development contribute to the achievement of the medium-term targets by aligning their planning to the strategies and programmes. 232 Table 7A. Table of Indicators-: National Outcome #7 - “A Stable Macroeconomy” National Outcome #7 – A Stable Macroeconomy National Baseline Actual Targets Outcome 2007 2012 2015 2018 2019 2020 2021 2012 2015 2018 2021 2022 2023 2024 2030 Indicators Nominal 4779.9 5460.31 5114.2 5729.4 5755.9 5102.7 5354 6629 5512 6047 6172.77 ≥12055r GDP per Capita (US$) Real GDP 1.43 -0.47 0.9 1.9 0.9 -9.9 4.6 3 1.7 2.7 3.0 1.7 1.0 5.0 annual growth rate (%) Debt-to- 109.42 135.24 126.8 94.4 94.8 109.7 96.3 00 132 98.5 83.9 87.3 80.1 73.9 60r GDP ratio Fiscal -4.61 -4.07 -0.4 1.2 0.9 -3.1 0.3 0 0 1.4r 1.6 0.3 0.3 0.3 0 balance as % of GDP Inflation 16.8 8 3.7 2.4 6.2 5.2 7.3 0 ≤10 6 4-6 4-6 4-6 4-6 ≤10 rate (CPI) (%) The planned results, strategies, and development programming for “A Stable Macroeconomy” under MTF 2021-2024 are aligned with SDGs 10, 12 and 17. Figure 7A - Alignment of National Outcome 7 “A Stable Macroeconomy” and the SDGs GOAL 10: Reduce GOAL 12: Ensure inequality within and sustainable among countries consumption and production patterns GOAL 17: Strengthen the means of implementation and revitalize the global partnership for sustainable development 233 Table 7B shows the national and sector strategies and aligned programming that will be implemented by government and other partners in development over the period FY 2021/22 – FY 2023/24 to advance “A Stable Macro-Economy” and aligned SDGs. Stakeholders are encouraged to align your planning to what is presented in the table. Table 7B. National Strategies and Medium-Term Policy-Driven Sector Strategies, Programmes and Results – “A Stable Macroeconomy” National Strategy 7-1: Ensure Fiscal and Debt Sustainability National Strategy Outcome: Fiscal and Debt Sustainability Development Programme & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estimated Assumpti Risks/Limi e Costs ons tations Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Indicator (s) 2024 (FY 23/24) Entity/ies (000) Programmes/Sub- on Programmes Start End Areas Date Date Development Programme Area: Fiscal and Debt Sustainability Sector Strategy: Reduce the fiscal deficit towards a balanced budget Aligned SDG Targets: 17.13

1. Reduce Fiscal Sufficient Deviation Deficit resources of actual and economic growth capacities from Main Actions: – human, forecast is financial, expected i.Central Treasury To centralize Coverage and Effective AGD technolog to impact Management the GoJ cash functionality of Treasury y key fiscal System management Central Managem variables, Sub-Actions function Treasury ent The including include: through the Management regulator revenue. a. Continue to Accountant System Extent Revenue y and expand the General expanded expanded management institutio Slower Department nal than coverage and coverage/func module framewor budgeted functionality (AGD) tionality CMS implemented – growth will of the to be fully ks are likely lead Central stated relevant to a Management and agile 234 System shortfall in (CMS) Assumpti revenue. ons i.Fiscal To strengthen Fiscal Strong regarding Lower than Responsibility Jamaica’s Responsibility Fiscal growth, programm Framework 23 Fiscal Framework Responsibi inflation ed inflation Responsibility strengthened lity can have a and Framework Framewor negative revenue impact on Sub-Actions k are on revenue include: target collection a. Establish Extent Fiscal MOFPS and nominal an Independent Commissioner growth, Independ Fiscal recruited by the thereby ent Fiscal Commission end of FY 23/24 thwarting Commissi developed/op the on erationalized achieveme b. Create Extent The draft policy MOFPS nt of fiscal Policy National submitted to and debt Framewor Natural Cabinet for targets. k for Disaster Risk approval by Disaster Financing end-February Higher Risk Policy 2022 than programm Financing completed/pr 24 ed inflation omulgated The policy could tabled in negatively / parliament by impact the Strengthe the first half of Governme n Policy FY 2022/23 nt’s 23 It aims to secure Jamaica’s gains under successive economic reform programmes with the International Monetary Fund and build on the success of domestic partnership initiatives. 24 To improve understanding of fiscal risks of natural disasters and recommend appropriate public financial management for natural disaster risk including the implementation of various financing strategies. 235 framewor expenditur k for e bill. Disaster Risk Increasing Financing interest rates are a iii.Medium Term To Implementation Institution risk to debt Results Based institutionalize of Medium alized service Budgeting Medium Term Term Results Medium costs, (MTRBB) Results Based Based Term based on Sub-Actions Budgeting in Budgeting in Results the interest include: the public the public Based rate a. Establish the sector sector Budgeting Extent MTRBB TBD MOFPS compositio Medium advanced for public Implementati n of the Term Results sector on Unit debt stock. That is, the Based developed/op higher the Budgeting erationalized percentage (MTRBB) of the Implementati portfolio on Unit that is b. Continue the Extent MTRBB TBD MOFPS contracted roll-out of for public on a the Medium sector rolled floating rate basis, Term Results out/implemen the greater Based ted the risk Budgeting from an system for increase in the public the interest sector rate. iv.Public Financial To reform and Public Financial Modern Management modernize the Management Public Jamaica Public System Financial dollar Sub-Actions Financial strengthened Managem depreciatio include: Management ent System n could contribute System MOFPS a. Continue to Extent Public TBD to the implement Financial external the Public Management debt stock, 236 Financial Reform Action debt Management Plan (PFM service, Reform RAP) III and imports Action Plan implemented increasing (PFM RAP) III in J$ terms. b. Develop/Imp Extent TBD MOFPS However, a lement modern depreciatio Jamaica Jamaica n of the $J Integrated Integrated will have a Financial Financial positive Management Management revenue Information Information effect through System System increased (JIFMIS) (JIFMIS) earnings developed/im primarily plemented from v.Public Sector To Reform the Public sector Effective MOFPS internation Pension Reform regulatory pension regulatory al trade framework for regulatory framework taxes and Sub-Actions public sector framework for Public external include: pension reformed Sector grant receipts (in Pension a. Create Extent Accompanying J$ terms) relevant regulatory regulations to regulatory framework for the Pensions Oil Prices - framework Public Sector (Public Service) Oil prices for Public Pension Act, 2017 directly Sector Reform finalized impact both Pension developed/im revenue Reform plemented and vi.Public Sector To simplify Transparency, Transpare MOFPS expenditur Compensation public sector equity, and nt, e. Revenue compensation competitivenes Equitable, is impacted Sub-Actions while s of Public and through include: establishing Sector Competitiv the SCT on 237 b. Restructure greater Compensation e Public Extent new A new petroleum Public Sector transparency improved Sector compensation compensation and Compensatio and internal Compensa structure for structure for the petroleum products, n equity and tion public sector public sector whereas improving developed/im developed expenditur competitivene plemented e is ss. A new impacted compensation through structure for the the public sector Governme implemented nt's housekeepi ng c. Implement Extent TBD expenses. public sector periodic public wage sector wage agreement agreement negotiated and implemented Sector Strategy: Reduce public debt stock in the medium term Aligned SDG Targets: 17.13

2. Debt To ensure the GOJ’s financing Sustainabl Outcome Indicator: MOFPS Same as Same as Management GOJ’s needs are e public above above Public debt to 80.1 per cent Strategy financing satisfied at debt needs are prudent levels GDP ratio Main Actions satisfied at of risk. include: prudent levels of risk. i.Implement Extent Debt Medium-Term medium-term Management Debt Debt Strategy Management Management 2021/22 – Strategies Strategy 2024/25 fully implemented implemented Sector Strategy: Manage the composition of the public debt to minimize servicing costs, taking account of risk Aligned SDG Targets: 17.13 238

3. Debt To manage the Management of Serviceabl MOFPS Sufficient Insufficien Management composition of public debt to e public resources t Strategy25 the public debt reduce debt and resources Main Actions to minimize servicing costs capacities available include: servicing costs, improved – human, within taking account financial, schedule i.Increase relative of risk % Change in To be stated technolog use of low-cost use of low- y Insufficien multilateral cost t financing multilateral The stakehold financing regulator er buy-in ii.Rebalance the Ratio of To be stated y and debt portfolio domestic to institutio Disruption towards greater external debt nal s owing to reliance on in debt framewor the domestic debt portfolio ks are COVID-19 vis-à-vis relevant pandemic external debt and agile and/or iii.Reduce the debt Extent To be stated other portfolio’s domestic debt Assumpti shocks exposure to borrowed at ons interest rate and fixed interest regarding refinancing risks rates growth, by borrowing inflation mainly at fixed and interest rates revenue across all tenors are on in the domestic target debt market. iv.Continue to Outcome Indicator strengthen the 25 Undertake measures to reduce public debt stock, including debt exchanges, debt buy-backs, debt-asset swaps and reductions in government-guaranteed debt 239 efficiency of the Debt To be stated Ability to Debt Management attract/ac Management Branch cess Branch, MOFPS efficiency favourabl Extent To be stated e terms domestic of market borrowin developed (for g borrowing) Output Indicators Sufficient capacity % Of required To be stated to staff manage complement risks met associate Extent of staff To be stated d with skills and new competency waves of requirements the met COVID-19 Extent To be stated pandemic securities operations developed Sector Strategy: Reduce the budgetary cost of public bodies (PBs) and public sector entities Aligned SDG Targets: 8.1, 17.7, 12.7

4. Reduce To reduce the Mechanisms for Sustainabl MOFPS Sufficient Insufficien Budgetary Cost budgetary cost reducing the e and resources t of Public Bodies of public budgetary cost serviceabl and resources and Public bodies (PBs) of public bodies e financing capacities available Sector Entities and public and public of public – human, within Main Actions sector entities sector entities bodies and financial, schedule include: strengthened public technolog sector y Insufficien i.Divestment of entities t key public sector entities 240 The stakehold regulator er buy-in y and a. Complete Extent To be stated institutio Disruption key divestment of nal s owing to divestments public framewor the of entities bodies/public ks are COVID-19 including sector entities relevant pandemic Cocoa completed and agile and/or Industry other Board, and Entities shocks Jamaica presente Railway d for Corporation divestitur i.Implement the To be stated To be stated e are Public Bodies’ attractive Rationalisation to Programme26 investors ii.Implement To be stated To be stated Integrated HR and payroll system - MyHR+ (formally known as the HCMES system) iii.Implement the Extent The Public Procurement Regulatory Procurement Planning framework for Act amended 26 The Programme is aimed at reducing the number of public bodies. The consolidation of public bodies, which may take the form of mergers, closures, divestment or reintegration, is expected to reduce risks to the Central Government budget through, inter alia, curtailing losses, reducing operational costs and minimizing overlapping functions. 241 Processes (in procurement The supporting line with planning pieces of strategic developed/in legislation for objectives) effect the Public Procurement Act enacted. These are: - the Public Procurement Regulations 2018. - the Public Procurement (Reconsiderat ion and Review) Regulations, 2018. - the Public Procurement (Registration and Classification of Suppliers) Regulations, 2018 Extent Office of Public institutional Procurement framework for established procurement Public planning Procurement developed/im Commission plemented Secretariat established iv.Enhance the To be stated To be stated MOFPS Public 242 Investment Management System Sub-Actions include: a. Implement Extent PIMIS Web-based the Public /developed/i PIMIS Investment mplemented completed and Management implementation Information commenced System (PIMIS) b. Strengthen Extent To be stated regulatory governance/re and gulatory governance arrangements arrangement for PIMS s to support developed/im the Public plemented Investment Management System (PIMS) National Strategy 7-2: Develop an Efficient and Equitable Tax System National Strategy Outcome: Efficient and Equitable Tax System Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Programme Area: Tax System 243 National Strategy 7-2: Develop an Efficient and Equitable Tax System National Strategy Outcome: Efficient and Equitable Tax System Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Sector Strategy: Implement fundamental tax reform to increase efficiency, simplicity, and equity of the tax system Aligned SDG Targets: 17.1

5. Modernization To implement Efficiency, Efficient, JCA Sufficient Insufficient of Customs fundamental simplicity, simple, and resources and resources tax reform to and equitable tax capacities – available Main actions increase equity of system human, within include: efficiency, the tax financial, schedule i.Undertake simplicity, and system Extent The Customs Act technology Legislative equity of the increased targeted repealed and Insufficient Amendments tax system legislative replaced The regulatory stakeholder amendments and buy-in completed/in institutional effect frameworks Disruptions ii.Customs Extent ≥ 95 per cent of are relevant owing to the Management targeted revenue target and agile COVID-19 Programme: revenue forecasted in pandemic Revenue collection contributing to Change and/or other Collection Sub- achieved the GoJ management shocks Programme27 budgeting and initiatives stakeholder achieved engagement annually employed 27 To modernize customs administration for sustainable contribution to economic development by 2024 244 National Strategy 7-2: Develop an Efficient and Equitable Tax System National Strategy Outcome: Efficient and Equitable Tax System Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date 5 per cent of outstanding arrears collected annually (in optimizing revenue collection)

6. Domestic Tax TAJ Administration Programme Main Actions include: i.Property tax Extent Property tax Compliance: property tax compliance b. Implement a compliance increased special Extent risk To be stated property tax management project strategies developed/im plemented ii.Publish and Extent National implement a National Compliance Plan National Compliance published and Compliance Plan implemented Plan for each published/im for each successive year, plemented successive year 245 National Strategy 7-2: Develop an Efficient and Equitable Tax System National Strategy Outcome: Efficient and Equitable Tax System Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date FY 2021/22 – FY 2021/22 – FY2023/24 FY2023/24 iii.Improve Digital TAJ Services Sub-actions include: a. Continue to Extent To be stated Enhance the Revenue Revenue Administratio Administrati n Information on System Information developed/im System, plemented RAiS (GENTAX) integrated tax software package and other eServices b. Implement Extent Phase To be stated Phase 2 of 2 of the Enterprise Enterprise Content Content Management Managemen System 246 National Strategy 7-2: Develop an Efficient and Equitable Tax System National Strategy Outcome: Efficient and Equitable Tax System Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date t System developed/im (ECM) plemented c. Introduce Extent To be stated an Electronic Electronic Content Content Management Managemen System t System developed/im (ECMS) plemented d. Expand Extent To be stated electronic electronic filing and filing and payment payment systems for systems all developed/im corporate, plemented value added for all and labour- corporate, related value added taxes and labour- related taxes Sector Strategy: Improve tax compliance in the informal sector by shifting the burden of taxation to consumption Aligned SDGs Targets: 17.1 247 National Strategy 7-2: Develop an Efficient and Equitable Tax System National Strategy Outcome: Efficient and Equitable Tax System Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date

7. Tax Compliance To improve tax Proportio Indirect taxes TAJ Sufficient Insufficient and Progressive compliance in n of form resources and resources Taxation the informal consumpt relatively capacities – available sector by ion based larger share human, within shifting the taxes as of taxes financial, schedule Main actions burden of percentag technology include: taxation to e of total Insufficient i.Increase the Extent Relative use of consumption tax The regulatory stakeholder relative use of change in indirect taxes package and buy-in indirect taxes, relative use increased increased institutional accompanied of indirect frameworks Disruptions by offsetting taxes are relevant owing to the measures to Extent To be stated and agile COVID-19 maintain measures to pandemic progressivity of maintain Change and/or other the tax system progressivity management shocks of tax system and developed/im stakeholder plemented engagement employed Sector Strategies: Carry out reform of the incentives system to the productive sectors Aligned SDGs Targets: 17.3

8. Reform of the To reform the Reforms Reformed MOFPS, Sufficient incentives incentives to the incentives TAJ resources and system to the system to the incentives system to the capacities – productive productive system to productive human, sectors sectors the sectors financial, Main actions productiv technology include: 248 National Strategy 7-2: Develop an Efficient and Equitable Tax System National Strategy Outcome: Efficient and Equitable Tax System Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date i.Amend the e sectors Extent To be stated The regulatory Income Tax advanced Amendment and Relief (Large- to Income institutional scale Projects Tax Relief frameworks and Pioneer (Large-scale are relevant Industries) Act Projects and and agile Pioneer Industries) Change Act management completed/in and effect stakeholder ii.Develop a Extent To be stated engagement regulatory regulatory employed framework for framework the Large-Scale for Large- Projects and Scale Projects Pioneer and Pioneer Industries Industries legislation legislation developed/im plemented 249 National Strategy 7-3: Maintain Financial System Stability National Strategy Outcome: Stable Financial System Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsib Estima Assumptions Risks/Limita le ted tions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY (000) -Programmes Start End 23/24) Areas Date Date Development Programme Area: Financial System Stability Sector Strategy: Strengthen the legislative and regulatory framework for the financial system Aligned SDG Targets: 17.13, 10.5

9. Strengthen the To maintain a Delivery An enabling MOFPS, Sufficient Insufficient governance and stable financial of environment BOJ resources and resources regulatory system that strengthe for financial capacities – available framework for carries low- ns system human, within the financial levels of legislation stability financial, schedule system systemic risks , technology Main actions and is resilient regulation Insufficient include: to shocks , and The regulatory stakeholder i.Amend the institution Extent Make effective and institutional buy-in Bank of Jamaica al amendment Bank of frameworks are Act to to arrangem to BOJ Act Jamaica relevant and Disruptions enhance BOJ’s ents completed/in (Amendment agile owing to the governance and effect Act) of 2020 COVID-19 autonomy (“the 2020 Change pandemic Amendments”) management and/or in FY 2021/22 and stakeholder other shocks engagement ii.Strengthen the Extent Independence employed Financial Financial of the central System System bank/BOJ Institutional Institutional strengthened Arrangements Arrangement (to be further s defined) developed/im plemented 250 National Strategy 7-3: Maintain Financial System Stability National Strategy Outcome: Stable Financial System Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsib Estima Assumptions Risks/Limita le ted tions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY (000) -Programmes Start End 23/24) Areas Date Date iii.Make effective Extent Banking the supporting supporting Services regulations of regulations of (Capital the Banking the Banking Adequacy) Services Act Services Act Regulations completed/in passed effect iv.Enhance the Extent The Pensions legislative legislative (Repeal and framework for framework Replacement) the private for private Bill and the sector pensions sector Income Tax industry to deal pensions (Amendment) with the second industry Bill revised. phase of private developed/in sector pension effect reform which includes issues such as vesting and portability28 28 To ensure that there is an adequate level of pensions benefits, foster security of benefits for participants and ensure and effectively regulated private pensions industry by the Financial Services Commission (FSC) 251 National Strategy 7-3: Maintain Financial System Stability National Strategy Outcome: Stable Financial System Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsib Estima Assumptions Risks/Limita le ted tions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY (000) -Programmes Start End 23/24) Areas Date Date v.Finalize and Extent Credit To be stated promulgate the Unions Credit Unions (Special (Special Provisions) Provisions) Bill Bill and related completed/in amendments to effect the Cooperative Extent To be stated Societies Act related amendments to the Cooperative Societies Act completed/in effect vi.Develop Extent To be stated Supervisory Supervisory Anti-Money Anti-Money Laundering/Co Laundering/C mbating the ombating the Financing of Financing of Terrorism Terrorism (AML/CFT) (AML/CFT) Rules under the Rules under Banking the Banking Services Act Services Act (BSA) and the (BSA) Bank of Jamaica developed/im Act (BOJA) plemented 252 National Strategy 7-3: Maintain Financial System Stability National Strategy Outcome: Stable Financial System Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsib Estima Assumptions Risks/Limita le ted tions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY (000) -Programmes Start End 23/24) Areas Date Date Extent To be stated Supervisory Anti-Money Laundering/C ombating the Financing of Terrorism (AML/CFT) Rules under the Bank of Jamaica Act (BOJA)develo ped/impleme nted vii.Develop the Extent To be stated methodology methodology for and for Risk- implement Risk- Based Based Supervision Supervision (Prudential (Prudential and and AML/CFT) to all AML/CFT) developed 253 National Strategy 7-3: Maintain Financial System Stability National Strategy Outcome: Stable Financial System Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsib Estima Assumptions Risks/Limita le ted tions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY (000) -Programmes Start End 23/24) Areas Date Date licensees on Extent Risk- To be stated phased basis Based Supervision (Prudential and AML/CFT) to all licensees implemented viii.Implement a Extent Special To be stated Special Resolution Resolution Regime (SRR) Regime (SRR) for Financial for Financial Institutions Institutions developed/im (including plemented Financial Groups, Financial Holding Companies, Licensed Deposit taking Institutions, Securities Dealers and Insurance Companies) 254 National Strategy 7-3: Maintain Financial System Stability National Strategy Outcome: Stable Financial System Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsib Estima Assumptions Risks/Limita le ted tions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY (000) -Programmes Start End 23/24) Areas Date Date ix.Revise the Extent The Financial Financial revision to Institutions Institutions Financial (special (Special Institutions Resolution Resolution (Special Framework) Framework) Resolution Bill revised Bill29 Framework) Bill completed/in effect x.Review the Extent Credit The Credit Credit Reporting Act Reporting Act Reporting Act reviewed reviewed and the development of legislative proposals30 29 The proposed legislation for the special resolution regime for financial institutions is intended to enhance the resilience and stability of the financial system in Jamaica by providing a framework to address the resolution of non-viable financial institutions in an orderly way that minimizes the resort to public funds whilst preserving vital economic functions. 30 To enhance the credit reporting framework and improve the use of credit reporting. 255 National Strategy 7-3: Maintain Financial System Stability National Strategy Outcome: Stable Financial System Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsib Estima Assumptions Risks/Limita le ted tions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY (000) -Programmes Start End 23/24) Areas Date Date xi.Develop and Extent To be stated promulgate the Financial Financial Services Services Commission Commission (Amendment) (Amendment) Bill Bill31 developed and promulgated xii.Develop Extent The Bank of Consumer Consumer Jamaica Protection Protection (Financial Framework for Framework Services deposit taking for deposit Consumer institutions taking Protection) Bill institutions submitted to developed/im the Legislation plemented Committee in FY 23/24 31 To facilitate the development of the regime for consolidated supervision of non-deposit taking institutions (non-DTIs) 256 National Strategy 7-3: Maintain Financial System Stability National Strategy Outcome: Stable Financial System Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsib Estima Assumptions Risks/Limita le ted tions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY (000) -Programmes Start End 23/24) Areas Date Date xiii.Develop the Extent Regulatory regulatory regulatory framework framework for framework approved and Virtual Assets for Virtual established and Virtual Assets and during fiscal Assets Service Virtual Assets year 2022/23 Providers Service Providers developed/im plemented xiv.Full rollout of Extent roll- The Bank of the Central out of Central Jamaica Act Bank digital Bank digital amended to currency currency facilitate the central bank digital currency 257 National Strategy 7-4: Maintain Price Stability National Strategy Outcome: Price Stability Development Programme & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Programme Area: Price Stability Sector Strategy: Adoption of a full-fledged inflation targeting (FFIT) framework with the goal of price stability as its Aligned SDG Targets: 17.13 primary objective

10. Establish 2030 To promote The Enabling 12-month 4.0 per cent to BOJ Sufficient, Internal and Monetary low, stable, delivery environment point to point 6.0 per cent human, external Governance and of for low, inflation rate financial and shocks and Policy predictable monetary stable, and technology Framework inflation policy predictable resources, and Insufficient for the through the strengthe inflation capacities stakeholder delivery of utilisation of ns confidence low, stable, full-fledged Effective and/or buy- and inflation governance in predictable targeting (FFIT) and regulatory inflation as Jamaica’s environment Market Main Actions Monetary instability include: Policy Stakeholder and/or confidence in underperfor i.Develop and Extent Full-fledged the credibility mance implement Monetary inflation of the BOJ Monetary Policy Policy targeting developed/im established and Macro- plemented implemented economic and - inflation financial targeting system regime stability Inflation Fiscal Policy targeting objectives are operating met framework 258 National Strategy 7-4: Maintain Price Stability National Strategy Outcome: Price Stability Development Programme & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date ii.Strengthen Extent BOJ governance governance restructured, arrangements arrangements including: for Monetary for Monetary Monetary Policy Policy Policy Committee developed/im (MPC) plemented established and operationalized iii.Develop and Extent Annual Calendar implement targeted of Decisions and framework/syst Performance Announcements ems for Management (BOJ website) Performance and completed Management Accountabilit Summary of and y Decisions Accountability mechanisms published at the developed/im end of each plemented MPC Meeting or shortly after (BOJ website) Minutes of MPC Meeting published within 4 weeks (BOJ website) Press Release per Monetary Policy Decision 259 National Strategy 7-4: Maintain Price Stability National Strategy Outcome: Price Stability Development Programme & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date (BOJ website) published Quarterly Press Conferences convened Quarterly Monetary Policy Report (QMPR) published – BOJ website, press and key stakeholders Communication and social marketing targeting the range of stakeholders including the public delivered – briefings, seminars, town halls, maintain social media and website presence iv.Strengthen Extent To be stated internal targeted 260 National Strategy 7-4: Maintain Price Stability National Strategy Outcome: Price Stability Development Programme & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date capacity (of resources BOJ) to ensure available for adequate implementati resources for on of FFIT the efficient implementation of FFIT v.Enhance the Extent To be stated communication Communicati and education ons Strategy strategy for FFIT developed/im plemented Sector Strategy: Improve monitoring, forecasting, data collection and policy analysis Aligned SDG Targets: 17.13, 17.19

11. Monitoring, To Improve Provision Quality data BOJ Sufficient Insufficient forecasting, monitoring, of data available to human, data inputs data collection forecasting, and inform policy financial and within and policy data collection analysis and planning technology schedule and analysis and analysis to to inform for price resources meeting Main actions inform policy policy and stability quality include: and planning planning Quality data standards i.Establish for price for price Extent system Forecasting and BOJ available comprehensive stability stability for Macro- Policy within macro- improved economic Assessment schedule economic forecasting System (FPAS) forecasting developed established and implemented implemented: 261 National Strategy 7-4: Maintain Price Stability National Strategy Outcome: Price Stability Development Programme & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date - Quarterly comprehensiv e macro- economic forecasts (that accompany 4 of 8 annual monetary policy decisions) completed ii.Conduct Extent Quarterly Monetary Policy targeted Monetary Policy Assessment Monetary (Assessment) Policy Report (to Assessment inform completed Monetary Policy Decisions) completed 262 National Outcome #8 “An Enabling Business Environment” Medium Term Strategic Policy Framework Overview Jamaica’s prioritization of “An Enabling Business Environment” among the National Outcomes of Vison 2030 Jamaica and specifically under Goal 3 “Jamaica’s economy is prosperous” is demonstrative of an economic paradigm that engages responsive and transformational leadership in partnership with all stakeholders critical to the achievement of sustainable and inclusive economic growth. It is representative of an acknowledgement of the role of the state to create and institutionalize the requisite regulatory and institutional frameworks for the realization of economic participation in sustainable consumption and production processes, decent work, and business confidence and investment that will drive competitiveness and growth. The long-term National Strategy Framework of Vision 2030 Jamaica has proven agilely relevant in responding to shocks and crises, including the COVID-19 pandemic. This is evident in the coherence of the strategy framework with government’s policy priorities and responses as well as the demands from various sectors regarding the enabling business environment. Jamaica’s performance in advancing intermediate/medium term outcomes toward the 2030 targets for the achievement of an enabling business environment have been mixed. While Jamaica has made demonstrable progress in improving the enabling environment, the country’s global competitiveness continues to be an area to be bolstered and its resilience strengthened. Also, the COVID-19 pandemic has had transformative structural impact on the environment, capacities, and resources available to achieve planned results. This is augmented by the dynamics of the business environment that closely intertwine national, regional, and global opportunities and threats, rendering Jamaica’s ability to navigate the external space equally critical as its ability to govern the national environment. The realities associated with the economies of scale, market size, climate and hazard related challenges, and global bargaining power of a Small Island Developing State (SIDS) compounds the considerations and challenges to be addressed and overcome. The policy direction and therefore medium-term strategies and programming for “An Enabling Business Environment” is informed by existing policies and initiatives as well as those being developed such as the National Foreign Trade Policy, Ocean and Coastal Zone Management Policy, GOJ Customer Service Excellence Programme and National Diaspora Policy. The priorities to be advanced under MTF 2021-2024 include strengthening the business environment for increased higher value-added productivity, competitiveness, and resilience as Jamaica seeks to accelerate recovery and growth. The sectoral strategic objectives centre on the following: 263  Maintain, expand, and leverage partnerships and participation regarding bilateral relations, the multilateral political system and multilateral bodies, and regional hemispheric frameworks towards o Securing increased access to development assistance, technical/economic cooperation, and trade/investment opportunities. o Advancing regional/hemispheric development and cooperation. o Securing multilateral outcomes that are aligned with Jamaica’s national development goals and interests  Strengthen national capacity to achieve planned outcomes for economic diplomacy through strategic programing including the continued implementation of the Economic Diplomacy Strategy and Action Plan through the MFAFT/JAMPRO Economic Diplomacy Programme.  Promote and support the external/regional enabling business environment, in support of regional economic reform, integration and development, sustainable development financing and the achievement of Jamaica’s national development goals, including in areas related to o The CARICOM Single Market and Economy (CSME), CARIFORUM-EU EPA; o and improving access to various forms of favourable financing to support debt- reduction and advancing Jamaica’s efforts to achieve its national development goals and aligned Sustainable Development Goals (SDGs), including climate action.  Safeguard and enhance Jamaica’s marine and aviation interests.  Advance the achievement of short to medium term outputs/outcomes of the National Diaspora Policy; and develop and maintain mechanisms to promote and facilitate increased Diaspora investments, knowledge transfers, social intervention initiatives and philanthropic contributions. Medium Term Results and Policy-Driven Strategies and Development Programmes Table 8A below presents medium-term targets for “An Enabling Business Environment” and selected data. The medium term performance is based on the extent to which the expected policy-driven results from strategic programming and implementation are achieved (see next table). Partners in development contribute to the achievement of the medium-term targets by aligning their planning to the strategies and programmes. 264 Table 8A. Table of Indicators: National Outcome #8 – An Enabling Business Environment National Outcome #8 – An Enabling Business Environment National Baseline Actual Targets Outcome 2007 2012 2015 2018 2019 2020 2021 2012 2015 2018 2021 2022 2023 202432 2030 Indicators Unemployment 9.7 13.9 13.5 9.1 7.7 10.2 8.4 10 7.5 10.6 8.4 4.0 – 4 Rate (%) 6.0% Labour Market 4.42 4.32 4.28 3367.2 67.5 4.50 4.60 4.60 4.60 65.7 4.75 Efficiency Index Business Confidence Consumer Confidence Figure 8A National Outcome 8 - National Strategies 32 Targets are provisional 33 The methodology has changed 265 The planned strategies and development programming for “An Enabling Business Environment” are aligned with SDGs 1, 4, 5, 8, 9, 10, 16 and 17. Figure 8B - Alignment of National Outcome 8 “An Enabling Business Environment” and the SDGs GOAL 4: Ensure GOAL 1: End inclusive and equitable poverty in all its education and promote forms everywhere life-long learning opportunities for all GOAL 8: Promote GOAL 5: Achieve sustained and gender equality and inclusive economic empower all growth, full and women and girls productive employment and decent work for all GOAL 9: Build GOAL 10: Reduce resilient inequality within infrastructure, and among promote inclusive countries and sustainable industrialization and foster innovation GOAL16: Promote GOAL 17: peaceful and Strengthen the inclusive societies means of for sustainable implementation development, and revitalize the provide access to global partnership justice for all and for sustainable build effective and development inclusive institutions at all levels Table 8B shows the national and sector strategies and aligned programming that will be implemented by government and other partners in development over the period FY 2021/22 – FY 2023/24 to advance “An Enabling Business Environment” and aligned SDGs. Stakeholders are encouraged to align your planning to what is presented in the table. 266 Table 8B. National Strategies and Medium-Term Policy-Driven Sector Strategies, Programmes and Results – “An Enabling Business Environment” National Strategy 8-1: Ensure a facilitating policy, regulatory and institutional framework for business National Strategy Outcome: A facilitating, policy, regulatory and institutional development framework for business development Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Respon Estimat Assumptions Risks/Limitations sible ed Name of Schedule/Duratio Output (s) Outcome Output Target (s) Entity/i Costs Programmes/Sub n (s) Indicator (s) 2024 (FY 23/24) es (000) -Programmes Start End Areas Date Date Development Area: Policy, regulatory and institutional framework for business development Sector Strategy: Improve and streamline bureaucratic processes for business establishment and operation Aligned SDG Targets: 8.3

1. Business To improve and Bureaucrati Effective Sufficient, Insufficient Development streamline c processes bureaucra human, resources bureaucratic for cy for financial and Main actions processes for business business technology Gaps in include: business establishm developm resources, and stakeholder establishment ent and ent capacities demand and i.Streamline the Outcome Indicator NEPA, and operation operation pace/schedule in process and Development/ TBD MEGJC, improved Development which reduce the environment/ Cabinet and processes are development processing time planning Office streamline demand outputs/services for applications d driven and are provided development, process implemented environment efficiency within and planning schedule applications Sub-actions: Output Indicator a. Implement Extent Development the systems/proce Applications Review Developme sses for Process (DARP) Public nt efficient Portal II implemented 267 National Strategy 8-1: Ensure a facilitating policy, regulatory and institutional framework for business National Strategy Outcome: A facilitating, policy, regulatory and institutional development framework for business development Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Respon Estimat Assumptions Risks/Limitations sible ed Name of Schedule/Duratio Output (s) Outcome Output Target (s) Entity/i Costs Programmes/Sub n (s) Indicator (s) 2024 (FY 23/24) es (000) -Programmes Start End Areas Date Date Applications processing of across all local Review development, authorities (LAs) and Process environment referral/commenting (DARP) and planning agencies Public applications Portal II implemented b. Implement The action plan of the action reforms to the plan of development reforms to applications process the (DAP) implemented JAMPR developme O nt Cabinet applications Office, process MLGRD (DAP) , NEPA, c. Develop AMANDA Public Portal MCs, and II operationalized MEGJC operationali ze the AMANDA Public Portal II Build the capacity of MCs and 268 National Strategy 8-1: Ensure a facilitating policy, regulatory and institutional framework for business National Strategy Outcome: A facilitating, policy, regulatory and institutional development framework for business development Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Respon Estimat Assumptions Risks/Limitations sible ed Name of Schedule/Duratio Output (s) Outcome Output Target (s) Entity/i Costs Programmes/Sub n (s) Indicator (s) 2024 (FY 23/24) es (000) -Programmes Start End Areas Date Date NEPA to utilize the portal Sector Strategy: Improve processes related to land ownership, titling and transfer Aligned SDG Targets: 1.4, 5.a

2. Land To improve the The Efficient Registration efficiency of the efficiency land land-registration of the land- registratio process from the registration n Main actions point of process include: application from the i.Implement through to the point of Extent Drafting instructions MEGJC, Sufficient, Insufficient Electronic Land issuing of a application Electronic for electronic land NLA human, resources Titling Project legally binding through to Land Titling titling financial and proof of title. the issuing Drafting technology Gaps in of a legally Instructions resources, and stakeholder binding prepared capacities demand and proof of within Selected vendor for pace/schedule in title targeted the supply of the Development which improved timeframe electronic land titling processes are development database/software demand outputs/services finalized driven and are provided 269 National Strategy 8-1: Ensure a facilitating policy, regulatory and institutional framework for business National Strategy Outcome: A facilitating, policy, regulatory and institutional development framework for business development Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Respon Estimat Assumptions Risks/Limitations sible ed Name of Schedule/Duratio Output (s) Outcome Output Target (s) Entity/i Costs Programmes/Sub n (s) Indicator (s) 2024 (FY 23/24) es (000) -Programmes Start End Areas Date Date Installation of titling implemented database/software within commenced schedule Electronic land titling Stakeholders system introduced have sufficient capacity and resources to ii.Amend Extent Acts Registration of Titles interact with relevant amended Act, Registration state led legislations to (Strata Titles) Act, systems and provide the Land Surveyors Act, processes appropriate Transfer Tax Act, legislative Stamp Duty Act and framework to the Legal Profession support the Act amended implementatio (schedule to be n of an determined) electronic land registration system Sector Strategy: Strengthen the legal and regulatory framework for e-commerce and protection of intellectual property (IP) rights and Aligned SDG Targets:17.8, 17.14 inclusive access to copyrighted material in accordance with international standards

3. Legal and To strengthen Access to Strong JIPO, Sufficient, Insufficient regulatory the legal and regulatory regulatory MIIC, human, resources framework for regulatory mechanism framework financial and 270 National Strategy 8-1: Ensure a facilitating policy, regulatory and institutional framework for business National Strategy Outcome: A facilitating, policy, regulatory and institutional development framework for business development Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Respon Estimat Assumptions Risks/Limitations sible ed Name of Schedule/Duratio Output (s) Outcome Output Target (s) Entity/i Costs Programmes/Sub n (s) Indicator (s) 2024 (FY 23/24) es (000) -Programmes Start End Areas Date Date e-commerce framework for e- for e- for the OPC, technology Gaps in and protection commerce and commerce protection MFAFT resources, and stakeholder of intellectual protection of and of capacities demand and property (IP) intellectual protection intellectua pace/schedule in rights and property (IP) of l property Development which inclusive access rights and intellectual rights and processes are development to copyrighted inclusive access property inclusive demand outputs/services material to copyrighted (IP) rights access to driven and are provided Main actions material and copyrighte implemented include: inclusive d material within i.Complete access to (incl. for Extent New Patents and schedule Jamaica’s copyrighte PWDs) Jamaica’s Design Bill and accession to d material aligned accession to accompanying Stakeholders the Madrid that is with the Madrid regulations enacted have sufficient Protocol for aligned to internatio Protocol for capacity and internation nal Institutional capacity resources to international international of JIPO is registration of al standards registration of interact with standards strengthened to state led trademarks trademarks oversee Increased completed systems and implementation of processes Jamaica’s obligations under the Madrid Protocol 271 National Strategy 8-1: Ensure a facilitating policy, regulatory and institutional framework for business National Strategy Outcome: A facilitating, policy, regulatory and institutional development framework for business development Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Respon Estimat Assumptions Risks/Limitations sible ed Name of Schedule/Duratio Output (s) Outcome Output Target (s) Entity/i Costs Programmes/Sub n (s) Indicator (s) 2024 (FY 23/24) es (000) -Programmes Start End Areas Date Date ii.Update and Extent Copyright Act revised implement Copyright Act to implement the Copyright Act amended and Marrakesh Treaty implemented Sector Strategy: Strengthen mechanisms to protect consumer rights Aligned SDG Targets:16.6

4. Protection of To strengthen Access to Strong CAC, Sufficient, Insufficient Consumer the regulatory consumer regulatory FTC human, resources Rights framework for rights framework financial and Main actions promoting protection for the technology Gaps in include: and protecting t increased protection resources, and stakeholder he economic and of capacities demand and other rights of consumer pace/schedule in consumers rights Regulations which are demand development i.Develop and Extent TBD CAC, driven outputs/services promulgate the National MIIC enforceable are provided National Consumer Consumer Protection & Stakeholders Protection & Welfare Policy have sufficient Welfare Policy and capacity and and implementati resources to on Plan interact with developed state led 272 National Strategy 8-1: Ensure a facilitating policy, regulatory and institutional framework for business National Strategy Outcome: A facilitating, policy, regulatory and institutional development framework for business development Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Respon Estimat Assumptions Risks/Limitations sible ed Name of Schedule/Duratio Output (s) Outcome Output Target (s) Entity/i Costs Programmes/Sub n (s) Indicator (s) 2024 (FY 23/24) es (000) -Programmes Start End Areas Date Date implementatio and systems and n Plan34 promulgated processes Sector Strategy: Develop the framework for growth and innovation in emerging industries Aligned SDG Targets: 8.1, 8.3

5. Policy, To improve the Developme Strong Sufficient, Insufficient Planning and quality and nt of framework human, resources Development responsiveness Comprehen for growth financial and of policy sive and technology Gaps in planning and planning innovation resources, and stakeholder research and in capacities demand and Main actions instruments to regulatory emerging pace/schedule in include: drive growth and e industries Regulations which innovation in framework are demand development emerging for driven outputs/services industries emerging enforceable are provided 34 The policy seeks to enhance and provide greater coordination and efficiency of consumer protection efforts 273 National Strategy 8-1: Ensure a facilitating policy, regulatory and institutional framework for business National Strategy Outcome: A facilitating, policy, regulatory and institutional development framework for business development Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Respon Estimat Assumptions Risks/Limitations sible ed Name of Schedule/Duratio Output (s) Outcome Output Target (s) Entity/i Costs Programmes/Sub n (s) Indicator (s) 2024 (FY 23/24) es (000) -Programmes Start End Areas Date Date i.Develop Policy industries # of select 2 MIIC and Planning advanced industries Stakeholders Frameworks for with have sufficient emerging supporting capacity and industries: planning and resources to policy interact with framework state led a. Cannabis Extent MIIC/C systems and Industry regulatory The Cannabis Industry LA processes framework for Regulations Cannabis streamlined Industry The Dangerous Drugs developed (Cannabis Import and implemented Export Licensing) Regulations promulgated Extent policy Medical Cannabis and planning Industry Plan framework for implemented medical cannabis Revised Cannabis industry Alternative Development Plan for the integration of traditional cannabis grower into the 274 National Strategy 8-1: Ensure a facilitating policy, regulatory and institutional framework for business National Strategy Outcome: A facilitating, policy, regulatory and institutional development framework for business development Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Respon Estimat Assumptions Risks/Limitations sible ed Name of Schedule/Duratio Output (s) Outcome Output Target (s) Entity/i Costs Programmes/Sub n (s) Indicator (s) 2024 (FY 23/24) es (000) -Programmes Start End Areas Date Date developed/im formal medical plemented35 cannabis industry completed b. Develop Extent To be stated and comprehensiv impleme e planning nt framework for National Bamboo Bamboo Industry Industry developed/im Develop plemented ment Plan (Cross referenc e: National Outcome #12 Manufac ture36 35 To increase entrants into the local medical cannabis industry across the value chain 36 To facilitate the structured and coordinated development of the Bamboo Industry 275 National Strategy 8-1: Ensure a facilitating policy, regulatory and institutional framework for business National Strategy Outcome: A facilitating, policy, regulatory and institutional development framework for business development Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Respon Estimat Assumptions Risks/Limitations sible ed Name of Schedule/Duratio Output (s) Outcome Output Target (s) Entity/i Costs Programmes/Sub n (s) Indicator (s) 2024 (FY 23/24) es (000) -Programmes Start End Areas Date Date ii. Develop and To create a Regulatory An Extent TBD MIIC Sufficient, Insufficient implement comprehensive framework enabling National human, resources and the National and enabling for the framework Services Policy financial and capacities Services framework to developme for the developed/ technology Policy guide the nt of the sustainabl promulgated/i resources, and Insufficient sustainable long services e long mplemented capacities stakeholder buy- Sub-actions term sector term Policy in include: development of strengthen developm development a holistic and s ent of a process is a. Develop Extent To be stated integrated holistic stakeholder and strategies and services sector in and and demand implement programmes Jamaica. integrated driven strategies for Improved services and export sector in Policy programme performance Jamaica development s for It is envisaged that developed/im is within Improved the policy will plemented schedule export create the performanc cohesiveness that e is currently lacking 276 National Strategy 8-1: Ensure a facilitating policy, regulatory and institutional framework for business National Strategy Outcome: A facilitating, policy, regulatory and institutional development framework for business development Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Respon Estimat Assumptions Risks/Limitations sible ed Name of Schedule/Duratio Output (s) Outcome Output Target (s) Entity/i Costs Programmes/Sub n (s) Indicator (s) 2024 (FY 23/24) es (000) -Programmes Start End Areas Date Date b. Strengthen within the sector, Extent data To be stated data and provide the collection and collection necessary management guidelines and and systems in the structure, which managemen services sector will help foster t systems in robust growth and developed/im the services development of plemented sector the national c. Improve economy. The Extent access To be stated access to policy will to market market therefore create a information information structured and training framework for the and training improved sector and assist in providing d. Establish/St Extent To be stated important and rengthen relevant data that domestic domestic will allow the regulations regulations Government to established in in the address the gaps the services services that now exist sector sector while creating opportunities for 277 National Strategy 8-1: Ensure a facilitating policy, regulatory and institutional framework for business National Strategy Outcome: A facilitating, policy, regulatory and institutional development framework for business development Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Respon Estimat Assumptions Risks/Limitations sible ed Name of Schedule/Duratio Output (s) Outcome Output Target (s) Entity/i Costs Programmes/Sub n (s) Indicator (s) 2024 (FY 23/24) es (000) -Programmes Start End Areas Date Date e. Increase investment, trade, Extent To be stated adoption of and strategic adoption of internationa growth. international l standards standards f. Develop Extent human To be stated human and capacity institutional developed capacity through Extent To be stated targeted institutional training capacity programme developed s 278 National Strategy 8-2: Increase access to capital National Strategy Outcome: Adequate capital accessible to businesses Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome Output Target (s) Entity/ies Costs Programmes/Sub n (s) Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Access to Capital Sector Strategy: Develop and implement measures for expansion of the domestic capital market Aligned SDG Targets: 8.1, 9.3, 8.10

6. Business To develop and Mechanism Eligible # of entities To be stated MIIC/JSEZ Sufficient Insufficient Productivity & implement s for businesses registered A/JIFA resources and resources Innovation measures for expanding sufficiently under the IFS capacities – available framework expanding the domestic financed human, within (utilizing new domestic capital through financial and schedule legislation) capital market markets capital technology strengthen market Gaps in ed Regulatory enforceabilit Value of FDI To be stated Expanded frameworks y of and LDI domestic investment in developed regulations capital SEZs within market schedule J$M value of To be stated Regulations investments are supported by enforceable DBJ Programmes/p rojects are Main Actions demand- include: driven 279 National Strategy 8-2: Increase access to capital National Strategy Outcome: Adequate capital accessible to businesses Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome Output Target (s) Entity/ies Costs Programmes/Sub n (s) Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date i.Advance the Extent To be stated provision of technical technical assistance assistance to provided to clients and clients and intermediaries intermediarie as well as s to increase training of access to MSMEs and capital umbrella Extent To be stated organizations to MSMEs and increase access umbrella to credit organizations trained to increase access to credit ii.International To boost Relevant Jamaica is % completion Remaining Bills JIFSA Financial Jamaica’s regulatory competitive of legislation to complete Services competitive framework in the to create suite of ness in the to boost Internation special legislation to International Jamaica’s al Financial Investment create special Financial competitiv Services Vehicles for investment Services eness Sector IFS vehicles to Sector. created facilitate Interest in international Jamaica as and domestic a credible financial 280 National Strategy 8-2: Increase access to capital National Strategy Outcome: Adequate capital accessible to businesses Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome Output Target (s) Entity/ies Costs Programmes/Sub n (s) Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date jurisdiction # outstanding investments which priority and enacted To increase Jamaica offers non- priority interest in promoted internation Bills Jamaica as a as credible al financial credible jurisdiction services Sub-actions jurisdiction which increased include: which offers offers international internation a. Develop and financial al financial Extent the JIFSA, implement the services. services legislation MIIC, legislation related to the CPC, related to the international Legislativ international financial Segregated e financial centre centre and Accounts Committ and other other Companies Bill ee, supporting supporting MOFPS regulations regulations developed/im Limited Liability plemented Companies Bill 281 National Use trade and foreign relations to create an enabling external environment for National Strategy Outcome: Enabling external environment for Strategy 8-3 economic growth economic growth Development Programme Areas & Objective (s) Limited to April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme Area n Indicator (s) 2024 (000) Start End Date Date Development Area: Strategic bilateral foreign and trade relations Sector Strategy: Strengthen strategic bilateral foreign and trade relations Aligned SDGs Targets: 17.16

7. Foreign Affairs, 2009 2030 To advance Capacity Jamaica is a Technical and New technical MFAFT Continued Non- Trade and Jamaica’s for responsible economic and economic ability/interest remunerative Relations national engagem global actor, cooperation cooperation s of traditional role of the development, ent in enjoys arrangements arrangements partners to Honorary and regional foreign mutually are initiated / are provide Consults, and global trade and beneficial facilitated initiated/facilita support and may impact position and relations relations that support ted that willingness of ability to influence towards with national supports GOJ’s new partners identify through the partners, and development medium term to increase suitable foreign achievem a leader in goals strategic engagement candidates relations, ent of regional and priorities with a partnerships, developm global focus on Strong MDAs and ent development Jamaica’s inputs and participation outcomes COVID-19 collaborations, across the strengthe mitigation and as well as the social, ns recovery efforts capacity to Main actions economic, and implement include: environmental projects or i.Establish and/or spheres of Extent To be stated capitalize on strengthen decision- Diplomatic assistance Diplomatic/Con making and and/or offered sular relations actions Consular globally relations 282 National Use trade and foreign relations to create an enabling external environment for National Strategy Outcome: Enabling external environment for Strategy 8-3 economic growth economic growth Development Programme Areas & Objective (s) Limited to April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme Area n Indicator (s) 2024 (000) Start End Date Date established/s Suitable/Eligibl trengthened e personnel are identified and available Favourable consideration and timely approval by host countries of candidates for appointment ii.Implement Extent To be stated The policy Foreign Trade Foreign Trade remains Policy and Policy and current and Action Plan Action Plan relevant in the implemented existing global trading environment Buy-in and support by stakeholders Increase in Jamaica’s exports in 283 National Use trade and foreign relations to create an enabling external environment for National Strategy Outcome: Enabling external environment for Strategy 8-3 economic growth economic growth Development Programme Areas & Objective (s) Limited to April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme Area n Indicator (s) 2024 (000) Start End Date Date goods and services Jamaican businesses possess the capacity to take advantage of access to strategic markets globally Adequate financial resources and capacity in MDAs responsible for implementatio n of policy actions 284 National Strategy 8-3: Use trade and foreign relations to create an enabling external National Strategy Outcome: An Enabling external environment for economic growth environment for economic growth through use of trade and foreign relations Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estim Assumptions Risks/Limita e Entity/ies ated tions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Trade and foreign relations Sector Strategy: Promote Jamaica’s economic, social and environmental interest within the multilateral system Aligned SDG Targets: 8.1, 17.10, 17.16

8. Trade and To advance Capacity Jamaica is a Adequate capacity An extension foreign Jamaica’s for responsible and resources, of the COVID- relations national engageme global actor, including suitably 19 pandemic qualified period will Main actions development, nt in enjoys personnel, in negatively include: and regional foreign mutually implementing/part impact the i.Advance and global trade and beneficial Extent To be stated MFAFT, ner entities attainment of maritime position and relations relations maritime MIIC, objectives delimitation influence towards with delimitation MTM, PAJ, Return to some and planned negotiations on through advancing partners, negotiations MAJ, NEPA level of normalcy results Jamaica’s foreign Jamaica’s and a leader on Jamaica’s as it relates to the Exclusive relations, economic, in regional Exclusive impact of COVID- Lack of partnerships, social, and and global 19 on the conduct adequate Economic Zone Economic of international human, (EEZ) and environme developmen Zone (EEZ) affairs financial and participation ntal t initiated/con technological across the interests cluded Stability in the resources to ii.Advocate for social, within the Extent MFAFT, Currency Market implement attention to the economic, and multilatera advocacy MOFPS (Exchange Policy-based special environmental l system initiated/adv Rate)Existence of actions for situation of spheres of increased anced for compatible both the decision- sectors (where Ministry and highly attention to making and key indebted, the special Jamaica has stakeholders, vulnerable actions situation of adequate particularly middle-income highly competitiveness) MDAs along countries indebted, for expanded with private (MICs) vulnerable trade and sector 285 National Strategy 8-3: Use trade and foreign relations to create an enabling external National Strategy Outcome: An Enabling external environment for economic growth environment for economic growth through use of trade and foreign relations Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estim Assumptions Risks/Limita e Entity/ies ated tions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date including middle- investment in Jamaica income countries with countries established (MICs) diplomatic including relations Jamaica iii.Utilize WTO Extent MFAFT, Adequate negotiations on Jamaica’s JTAT capacity and the Doha socio- resources, Development economic, including Round and the trade and suitably qualified regular WTO environment personnel, in work al interests MFAFT and programme to are partner entities promote promoted in Jamaica’s WTO Return to some socio- negotiations level of normalcy economic, on the Doha as it relates to trade and Development the impact of environmental Round and COVID-19 on the interests the regular conduct of WTO work international programme affairs iv.Strengthen the Extent MFAFT role of economic economic diplomacy diplomacy in developed/i supporting mplemented 286 National Strategy 8-3: Use trade and foreign relations to create an enabling external National Strategy Outcome: An Enabling external environment for economic growth environment for economic growth through use of trade and foreign relations Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estim Assumptions Risks/Limita e Entity/ies ated tions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date national in supporting development national objectives development objectives

9. Economic To implement Implement Economic MFAFT Continued ties Shifts in Partnership the Economic ation of growth with the EU and geo-politics Agreement Partnership Economic based EPA EU’s interest to and global (EPA) Agreement Partnershi between the support market trade CARIFORUM- (EPA) between p EU and access by relations EU and the EU, UK and Agreement CARIFORUM CARICOM/Jamai that impact CARIFORUM- CARIFORUM (EPA) ca EPA UK between Main actions the EU and Regional Gaps in include: CARIFORU consensus on regional/loc M the EPA al capacity i.Implement EPA advanced Extent EPA To be stated MFAFT to provisions provisions Jamaica has effectively including implemented sufficient engage/leve phased capacity to meet rage EPA reduction of obligations and tariffs leverage the EPA ii.Ratify the To facilitate Extent CARIFORUM-EU MFAFT to its benefits CARIFORUM- duty-free CARIFORUM- and EU and access of EU and CARIFORUM-UK CARIFORUM- Jamaican CARIFORUM- EPAs ratified UK EPAs and goods into the UK EPAs coordinate the EU and UK ratified legislative and markets. 287 National Strategy 8-3: Use trade and foreign relations to create an enabling external National Strategy Outcome: An Enabling external environment for economic growth environment for economic growth through use of trade and foreign relations Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estim Assumptions Risks/Limita e Entity/ies ated tions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date other processes locally that will give full effect to these agreements iii.Participate in Extent Sign, MFAFT the CARIFORUM provisionally CARIFORUM process to apply and process to roll- roll-over the complete the over the EPA EPA into ratification into CARIFORUM- process for the CARIFORUM- UK trade CARIFORUM UK UK trade 37 implemented EPA /concluded Legislative, regulatory and policy changes to give full effect to the CARIFORUM-EU and CARIFORUM-UK EPAs implemented 37 To secure continued preferential access for Jamaica’s goods and services to the United Kingdom Market 288 National Strategy 8-3: Use trade and foreign relations to create an enabling external National Strategy Outcome: An Enabling external environment for economic growth environment for economic growth through use of trade and foreign relations Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estim Assumptions Risks/Limita e Entity/ies ated tions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Sector Strategy: Create strong strategic bilateral foreign and trade relations Aligned SDG Targets: 8.1

10. Strategic To create Strengthen Strong MFAFT Continued The interest bilateral strong ing of strategic ability/interests of partners foreign and strategic capacity bilateral of traditional may be trade bilateral for foreign and partners to diverted relations foreign and strategic trade provide support from Main actions trade relations bilateral relations and willingness Jamaica include: foreign of new partners owing to and trade to increase shocks, i.Maintain relations To be stated To be stated MFAFT engagement crises or preferential advanced shifts in access to the Strong MDAs policy Canadian inputs and market collaborations, Non- ii.Implement Extent To be stated MFAFT as well as the remunerativ CARICOM CARICOM capacity to e role of the bilateral bilateral implement Honorary agreements agreements projects or Consults, with the with the capitalize on may impact Dominican Dominican assistance ability to Republic Republic offered identify implemented 289 National Strategy 8-3: Use trade and foreign relations to create an enabling external National Strategy Outcome: An Enabling external environment for economic growth environment for economic growth through use of trade and foreign relations Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estim Assumptions Risks/Limita e Entity/ies ated tions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date iii.Implement the Extent Establish the MFAFT suitable Foreign Trade Foreign Foreign Trade Suitable/Eligible candidates Policy and Trade Policy Policy personnel are Action Plan and Action Implementation identified and Plan Coordination available to developed/i Unit serve in mplemented Implement short diplomatic and and medium counsel term positions recommendatio ns/policy actions Adequate stemming from financial the Revised resources and Foreign Trade capacity in MDAs Policy responsible for iv.Expand and Extent To be stated MFAFT implementation leverage initiatives to of policy actions bilateral expand/lever relations to age bilateral increase to relations development developed/i assistance, mplemented technical/econ omic cooperation and trade/investme 290 National Strategy 8-3: Use trade and foreign relations to create an enabling external National Strategy Outcome: An Enabling external environment for economic growth environment for economic growth through use of trade and foreign relations Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estim Assumptions Risks/Limita e Entity/ies ated tions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date nt opportunities Sector Strategy: Promote the successful creation, implementation and effective use of the CARICOM Single Market and Aligned SDG Targets:8.1 Economy (CSME)

11. CARICOM To promote Developm CARICOM Extent to Full achievement MFAFT Sufficient Gaps in Single Market successful ent of the Single which of planned resources and regional and Economy creation, CARICOM Market and planned outputs capacities for commitmen (CSME) implementatio Single Economy outputs for advocacy and t to n and effective Market (CSME) initiatives/pr engaging CARICOM/C use of the and created, ogramming opportunities SME CARICOM Economy implemente in support of emanating from Single Market (CSME) d and advancing CARICOM Gaps in and Economy advanced effectively targeted regional (CSME) through used by reforms Continued capacity to efforts of Jamaica within the regional/local effectively members Caribbean commitment to support the states Community CARICOM and developmen including are achieved. CSME t of Jamaica Shared goals and CARICOM/C objectives SME Main actions include: i.Advance Extent To be stated MFAFT Jamaica’s trade Jamaica’s 291 National Strategy 8-3: Use trade and foreign relations to create an enabling external National Strategy Outcome: An Enabling external environment for economic growth environment for economic growth through use of trade and foreign relations Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estim Assumptions Risks/Limita e Entity/ies ated tions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date interests in the trade work on the interests CARICOM promoted/ad Single Market vanced in and Economy CARICOM (CSME) Single Market and Economy (CSME) ii.Ensure that the Extent rights To be stated MFAFT rights of of Jamaican Jamaican nationals nationals are under the secured under CARICOM the CARICOM Single Single Market Market (CSM) (CSM) provisions for provisions for Free Free Movement of Movement of Persons within Persons the region within the region promoted/se cured iii.Participate Extent Full MFAFT, actively in the participation implementation MIIC work of the in work of of the CSME 292 National Strategy 8-3: Use trade and foreign relations to create an enabling external National Strategy Outcome: An Enabling external environment for economic growth environment for economic growth through use of trade and foreign relations Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estim Assumptions Risks/Limita e Entity/ies ated tions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date regional the regional Services Regime institutions institutions promoted to the towards the towards the benefit of finalization of finalization of Jamaica the Regional the Regional Strategies and Strategies Plans for the and Plans for services sector the services sector Sector strategy: Strengthen the involvement of the Jamaican Diaspora in national development Aligned SDG Targets:17.16

12. Engagement of To strengthen Access to Strong MFAFT Sufficient Insufficient the Jamaican the mechanis involvement resources and resources Diaspora involvement of ms for of the capacities – and the Jamaican engaging Jamaican human, financial, capacities – Diaspora in in Diaspora in technology human, national Jamaica’s national financial, development developme developmen Significant technology i.Implement the To strengthen nt by the t Extent National portion of the National the diaspora National Diaspora Policy diaspora Diaspora Policy relationship increased Diaspora promulgated interested with the Policy and/or engaged Jamaican implemented National in efforts to Diaspora Diaspora Policy support national globally and Action Plan development increase completed by FY participation 2022/23 293 National Strategy 8-3: Use trade and foreign relations to create an enabling external National Strategy Outcome: An Enabling external environment for economic growth environment for economic growth through use of trade and foreign relations Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estim Assumptions Risks/Limita e Entity/ies ated tions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date ii.Stage Biennial of the Biennial (Yes/No) MFAFT Mainstreaming Jamaica Diaspora in the Jamaica of Diaspora Diaspora process of Diaspora engagement Conference in national Conference across GOJ 2022 and 2024 development. staged in MDAs 2022 and 2024 iii.Coordinate the Extent Recommendatio MFAFT implementatio recommenda ns implemented n of the tions from Biennial recommendati emanating Jamaica Diaspora ons emanating from Biennial Conferences: from Biennial Jamaica - Jamaica 55 Jamaica Diaspora (2017) Diaspora Conferences - 2019 Conferences implemented - Jamaica 60 (2022) Sector Strategy: Build business capacity to take trade remedy defensive action Aligned SDG Targets: 8.1

13. Trade remedy To build Access to Businesses MIIC Sufficient Gaps in defensive business capacity effectively institutional capacity for action capacity to building implement capacity for the enforcemen Main actions take trade for trade trade development t and include: remedy remedy remedy and engagement defensive defensive defensive enforcement of of key i.Pursue a multi- action action by action Extent multi- To be stated MIIC regulations stakeholders agency agency 294 National Strategy 8-3: Use trade and foreign relations to create an enabling external National Strategy Outcome: An Enabling external environment for economic growth environment for economic growth through use of trade and foreign relations Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estim Assumptions Risks/Limita e Entity/ies ated tions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date approach to businesses Business approach to Local businesses Insufficient trade sufficient capacity trade have sufficient stakeholder enforcement built to take enforcement resources and buy-in issues through trade issues capacity to the Trade remedy developed/i engage with and Enforcement defensive mplemented integrate Advisory action through the capacity building Mechanism Trade on trade remedy (TEAM) Enforcement defensive Advisory actions in their Mechanism operations (TEAM) ii.Develop and Extent Amendments to MIIC implement the Customs Customs Duties Customs Duties Duties (Dumping and (Dumping and (Dumping Subsidies) Act Subsidies) Act and and and Subsidies) accompanying accompanying Act and regulations regulations accompanyin completed g regulations developed/i mplemented iii.Establish an Extent Phase I – ADSC Industry help Industry help Complete design desk to assist desk (to and preparation businesses, assist of project including businesses, proposal 295 National Strategy 8-3: Use trade and foreign relations to create an enabling external National Strategy Outcome: An Enabling external environment for economic growth environment for economic growth through use of trade and foreign relations Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsibl Estim Assumptions Risks/Limita e Entity/ies ated tions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date MSMEs, to file including Phase II – Secure and complete a MSMEs) for first tranche of trade remedy filing and project funding investigation completing a to establish help trade remedy desk and investigation execute pilot developed/i support mplemented programme Phase III – Commence 2018 to 2020 roll-out of suite of support services National Strategy 8-4: Strengthen Investment Promotion and Trade Facilitation National Strategy Outcome: Strong Investment Promotion and Trade Facilitation Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Investment promotion and trade facilitation Sector Strategy: Streamline the administrative process for movement of goods through ports of entry Aligned SDG Targets: 8.1, 17.11 296 National Strategy 8-4: Strengthen Investment Promotion and Trade Facilitation National Strategy Outcome: Strong Investment Promotion and Trade Facilitation Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date

14. Investment 2009 2030 To streamline Streamlini Streamlined Sufficient, Insufficient promotion and the ng of administrativ human, resources trade administrative administr e process for financial and available facilitation process for ative movement of technology within Main actions movement of process goods resources, and schedule include: goods through for through capacities i.Establish and ports of entry movemen ports of Gaps in operationalize t of goods entry Development stakeholder an Electronic through processes will capacity to Single Window ports of be completed effectively (ESW): entry within engage new advanced schedule and systems ASYCUDA budget Enhancement Projects – Services are demand driven Sub-Actions and meet include quality standards a. Develop and To be stated To be stated implement Effective Trade regulations Facilitation and Stakeholders Compliance have sufficient Modules 297 National Strategy 8-4: Strengthen Investment Promotion and Trade Facilitation National Strategy Outcome: Strong Investment Promotion and Trade Facilitation Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date b. Develop and Extent To be stated capacity and Implement a Queen’s resources to Queen’s Warehouse interact with Warehouse Module state led Module to developed/im systems and enable plemented processes timely disposal of overtime goods from transit sheds to support revenue optimization c. Develop and Extent Post To be stated Implement a Clearance Post Audit Case Clearance Management Audit Case Module Managemen developed/im t Module to plemented improve efficiency with the automation of Customs 298 National Strategy 8-4: Strengthen Investment Promotion and Trade Facilitation National Strategy Outcome: Strong Investment Promotion and Trade Facilitation Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date post-audit cases d. Develop and Extent To be stated Implement a Valuation Valuation (ASYVAL) (ASYVAL) Module Module to developed/im improve plemented compliance in the valuation of goods and calculation of customs duties with greater monitoring through automation e. Develop and Advance To be stated implement Ruling Advance Programme Ruling developed/im Programme plemented to mitigate inconsistent classification 299 National Strategy 8-4: Strengthen Investment Promotion and Trade Facilitation National Strategy Outcome: Strong Investment Promotion and Trade Facilitation Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date s and origin decision by traders to foster greater compliance and trade facilitation Sector Strategy: Create strong national regulatory and institutional capacity for investment and trade Aligned SDG Targets: 8.1

15. National To create Strengthe Strong Sufficient, Insufficient regulatory and strong national ning of national human, resources institutional regulatory and national regulatory financial and available capacity for institutional regulatory and technology within investment and capacity for and institutional resources, and schedule trade investment intuitional capacity for capacities Main Actions and trade framewor investment Gaps in include: k for and trade Development stakeholder investme processes will capacity to i.Develop an nt and Extent Progression of MIIC, be completed effectively Investment Investment action items in JAMPRO trade within engage new Policy advanced Policy keeping with schedule and systems developed/im timelines budget plemented outlines in the policy Services are ii.Develop and Extent Tools To be stated MIIC demand driven implement the for Trade and meet 300 National Strategy 8-4: Strengthen Investment Promotion and Trade Facilitation National Strategy Outcome: Strong Investment Promotion and Trade Facilitation Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Tools for Trade capacity quality capacity building standards building programme programme developed/im Effective plemented regulations Stakeholders have sufficient capacity and resources to interact with state led systems and processes Sector Strategy: Market and promote Jamaica as a premier destination for investment Aligned SDG Targets: 8.1

16. Marketing and To market and Marketing Investors Sufficient, Insufficient Promotion – promote and aware of human, resources Investment Jamaica as a Promotio Jamaica’s financial and available Main actions premier ns of attractivenes technology within include: destination for Jamaica s as a resources, and schedule investment as a premier capacities i.Package and premier destination Extent Additional Gaps in promote destinatio for Shovel-Ready lands for Development stakeholder Shovel-Ready n for investment Investment tourism and processes will capacity to Investment investme Projects agriculture be completed effectively Projects (SRIPs) nt (SRIPs) under the within engage new increased packaged/pro project systems moted packaged. 301 National Strategy 8-4: Strengthen Investment Promotion and Trade Facilitation National Strategy Outcome: Strong Investment Promotion and Trade Facilitation Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date schedule and budget Insufficient funding for Services are SRIP demand driven and meet quality standards Effective regulations Stakeholders have sufficient capacity and resources to interact with state led systems and processes 302 National Strategy 8-5: Develop an efficient labour market National Strategy Outcome: Efficient Labour Market Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsib Estima Assumptions Risks/Limitat le ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY (000) -Programmes Start End 23/24) Areas Date Date Development Area: labour market efficiency Sector Strategy: Strengthen and improve access to electronic platforms and other media for dissemination of labour Aligned SDG Targets: 8.1, 8.5 market information

17. Electronic To strengthen Access to Labour MLSS Sufficient, Insufficient platforms and and improve labour market human, resources other media for access to market information financial and available dissemination electronic informati readily technology within of labour platforms and on accessible via resources, and schedule market other media improved electronic capacities information for platforms Gaps in Main actions dissemination Electronic and other Development stakeholder include: of labour platforms media processes will capacity to i.Advance market and other To be stated To be stated be completed effectively development, information media for within engage new promotion and dissemina schedule and systems awareness of tion of budget the National labour Labour Market market Services are Information informati demand driven System and on and meet other sources of quality labour market standards information including the Effective Electronic regulations Labour Exchange (ELE) Stakeholders and its activities have sufficient 303 National Strategy 8-5: Develop an efficient labour market National Strategy Outcome: Efficient Labour Market Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsib Estima Assumptions Risks/Limitat le ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY (000) -Programmes Start End 23/24) Areas Date Date ii.Execute Extent labour National Labour capacity and industry labour market Market Study resources to market studies studies completed interact with to facilitate the executed state led development of systems and a workforce processes that is more adaptable and flexible 304 National Strategy 8-6: Improve the labour environment to enhance labour productivity National Strategy Outcome: Enabling Labour Environment for a Productive and Satisfied and worker satisfaction Labour Force Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimate Assumptions Risks/Limita ble d Costs tions Name of Schedule/Duration Output (s) Outcome (s) Output Target (s) Entity/ies (000) Programmes/Sub- Start End Indicator (s) 2024 (FY 23/24) Programmes Date Date Areas Development Area: Labour Environment Sector Strategy: Undertake comprehensive labour market reform Aligned SDG Targets: 8.8, 10.3

18. Labour market To undertake Systems, Modern Sufficient, Insufficient reform comprehensi mechanis labour human, resources ve labour ms and market that financial and available market tools of enhances the technology within Main actions reform the competitiven resources, schedule include: Jamaican ess of the and labour Jamaican capacities Gaps in i.Implement market economy MLSS, absorptive comprehensive reformed PIOJ Development capacity of labour market processes existing reform will be systems/gap a. Undertake Extent To be stated completed s in Labour targeted within supporting Market recommenda schedule and regulatory Report tions for budget and policy Reform Labour frameworks through Market Services are developing Reform (LMR) evidence and and implemented demand implementin driven and g meet quality recommenda standards tions of Labour 305 National Strategy 8-6: Improve the labour environment to enhance labour productivity National Strategy Outcome: Enabling Labour Environment for a Productive and Satisfied and worker satisfaction Labour Force Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimate Assumptions Risks/Limita ble d Costs tions Name of Schedule/Duration Output (s) Outcome (s) Output Target (s) Entity/ies (000) Programmes/Sub- Start End Indicator (s) 2024 (FY 23/24) Programmes Date Date Areas Market Effective Reform regulations Commission (LMRC) Stakeholders have sufficient capacity and resources to interact with state led systems and processes Sector Strategy: Create a labour environment that promotes effective collective bargaining, the protection of workers Aligned SDG Targets: 8.5, 8.8 (unionized and non-unionized) and employers, in accordance with labour legislation

19. Collective To create a Mechanis A labour MLSS Sufficient, Insufficient bargaining and labour ms for environment human, resources the protection environment implemen that financial and available of workers that ting promotes technology within (unionized and promotes labour effective resources, schedule non-unionized) effective legislation collective and and employers collective towards bargaining, capacities Gaps in Main actions bargaining, improving the absorptive include: the the protection of capacity of 306 National Strategy 8-6: Improve the labour environment to enhance labour productivity National Strategy Outcome: Enabling Labour Environment for a Productive and Satisfied and worker satisfaction Labour Force Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimate Assumptions Risks/Limita ble d Costs tions Name of Schedule/Duration Output (s) Outcome (s) Output Target (s) Entity/ies (000) Programmes/Sub- Start End Indicator (s) 2024 (FY 23/24) Programmes Date Date Areas i.Strengthen protection of effectiven workers Extent To be stated Development existing supporting workers ess of (unionized targeted processes systems/gap mechanisms for (unionized collective and non- mechanisms will be s in an improved and non- bargainin unionized) for improving completed supporting labour unionized) g, the and labour within regulatory environment and protectin employers, in environment schedule and and policy employers, in g workers accordance developed/im budget frameworks accordance (unionize with labour plemented ii.Improve the with labour d and legislation Extent To be stated Services are industrial legislation non- industrial evidence and dispute unionized dispute demand resolution ) and resolution driven and mechanism employer mechanism meet quality s developed/im standards strengthe plemented ned Effective and enforceable regulations Stakeholders have sufficient capacity and resources to interact with state led 307 National Strategy 8-6: Improve the labour environment to enhance labour productivity National Strategy Outcome: Enabling Labour Environment for a Productive and Satisfied and worker satisfaction Labour Force Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimate Assumptions Risks/Limita ble d Costs tions Name of Schedule/Duration Output (s) Outcome (s) Output Target (s) Entity/ies (000) Programmes/Sub- Start End Indicator (s) 2024 (FY 23/24) Programmes Date Date Areas systems and processes Sector Strategy: Strengthen the legal and regulatory framework and compliance to improve the environment for labour Aligned SDG Targets: 8.8, 16.b

20. Industrial To Legal and Increased Outcome: % 95% MLSS Sufficient, Insufficient Safety, strengthen regulatory awareness of increase in human, resources Promotion and the legal and framewor and compliance financial and available Supervision regulatory k for the compliance with the OSH technology within framework labour with safety standards resources, schedule for the labour environm and health and and environment ent responsibiliti legislation capacities Gaps in strengthe es, rights and among absorptive To increase ned obligation by industrial Development capacity of the level of workers and establishmen processes existing compliance persons ts will be systems/gap among conducting completed s in industrial business or within supporting establishmen undertakings schedule and regulatory t inspected to budget and policy 96% by 2026 Strong legal frameworks and Services are regulatory evidence and framework demand for the driven and labour meet quality environment standards 308 National Strategy 8-6: Improve the labour environment to enhance labour productivity National Strategy Outcome: Enabling Labour Environment for a Productive and Satisfied and worker satisfaction Labour Force Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimate Assumptions Risks/Limita ble d Costs tions Name of Schedule/Duration Output (s) Outcome (s) Output Target (s) Entity/ies (000) Programmes/Sub- Start End Indicator (s) 2024 (FY 23/24) Programmes Date Date Areas i.Develop and Extent OSHA implement the Occupational implemented on Effective and Occupational Safety and phased basis enforceable Safety and Health Act regulations Health Act (OSHA) Statutory body (OSHA) developed/im established Stakeholders plemented have sufficient ii.Strengthen the Extent To be stated capacity and capacity of the capacity of resources to Occupational the interact with Safety and Occupational state led Health division Safety and systems and of the MLSS Health processes division of the MLSS developed/o perationalize d Sector Strategy: Promote non-discriminatory labour rights and remove discriminatory practices based on disability, age, Aligned SDG Targets: 8.5, 10.3,10.4 sex, class, religion, sexual orientation, geographical location, HIV status and ethnicity

21. Labour and To increase Access to A responsive MLSS Sufficient, Insufficient Industrial awareness of mechanis and adaptive human, resources Relations employer/wo ms to labour force financial and available Main actions rker rights support that enjoys technology within include: and greater awarenes decent work resources, schedule 309 National Strategy 8-6: Improve the labour environment to enhance labour productivity National Strategy Outcome: Enabling Labour Environment for a Productive and Satisfied and worker satisfaction Labour Force Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimate Assumptions Risks/Limita ble d Costs tions Name of Schedule/Duration Output (s) Outcome (s) Output Target (s) Entity/ies (000) Programmes/Sub- Start End Indicator (s) 2024 (FY 23/24) Programmes Date Date Areas i.Promote observance s of Extent To be stated and reasonable of due employer mechanisms capacities Gaps in arrangements to process in /worker developed/im absorptive facilitate labour rights and plemented Development capacity of increased matters greater for increasing processes existing employment of observanc employment will be systems/gap Persons with e of due of PWDs completed s in Disabilities process in within supporting (PWDs) (Cross labour schedule and regulatory reference: matters budget and policy National increased frameworks Outcome #3, 3- Services are 6) evidence and ii.Implement and Extent To be stated demand monitor the National driven and National Workplace meet quality Workplace Policy standards Policy to prevent implemented stigma of /monitored Effective and persons affected enforceable or infected by regulations HIV/AIDS Stakeholders have sufficient capacity and resources to 310 National Strategy 8-6: Improve the labour environment to enhance labour productivity National Strategy Outcome: Enabling Labour Environment for a Productive and Satisfied and worker satisfaction Labour Force Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimate Assumptions Risks/Limita ble d Costs tions Name of Schedule/Duration Output (s) Outcome (s) Output Target (s) Entity/ies (000) Programmes/Sub- Start End Indicator (s) 2024 (FY 23/24) Programmes Date Date Areas interact with state led systems and processes Sector Strategy: Implement initiatives to improve labour productivity Aligned SDG Targets: 8.2, 8.5

22. National To improve Greater Improved Sufficient, Insufficient Productivity productivity awarenes labour human, resources consciousnes s of the productivity financial and available s at the value of technology within national, productivi resources, schedule enterprise ty and and and capacity capacities Gaps in individual for absorptive levels by 30 improved Development capacity of % over the labour processes existing medium term productivi will be systems/gap ty completed s in To increase within supporting research and schedule and regulatory knowledge in budget and policy high impact frameworks areas that Services are affect evidence and national demand productivity driven and and 311 National Strategy 8-6: Improve the labour environment to enhance labour productivity National Strategy Outcome: Enabling Labour Environment for a Productive and Satisfied and worker satisfaction Labour Force Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimate Assumptions Risks/Limita ble d Costs tions Name of Schedule/Duration Output (s) Outcome (s) Output Target (s) Entity/ies (000) Programmes/Sub- Start End Indicator (s) 2024 (FY 23/24) Programmes Date Date Areas development meet quality by 20% standards i. Development # Of 24 MLSS Effective and and implement productivity enforceable initiatives to updates and regulations Increase forecasts research and completed Stakeholders knowledge in have high impact sufficient areas that affect capacity and national resources to productivity and interact with development state led ii. Develop and Extent Policy finalised MLSS systems and implement National processes National Productivity Productivity Policy Policy developed/im plemented iii. Develop and Outcome: % 15% increase MLSS, JPC implement change in initiatives level of public promoting awareness improvements in among Workplace private and Productivity public sectors 312 National Strategy 8-6: Improve the labour environment to enhance labour productivity National Strategy Outcome: Enabling Labour Environment for a Productive and Satisfied and worker satisfaction Labour Force Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimate Assumptions Risks/Limita ble d Costs tions Name of Schedule/Duration Output (s) Outcome (s) Output Target (s) Entity/ies (000) Programmes/Sub- Start End Indicator (s) 2024 (FY 23/24) Programmes Date Date Areas Outcome: % 15% increase change in number of targeted firms adopting productivity best practices, standards and/or new productivity strategies Outcome: % 7% increase change in level of job satisfaction among targeted firms iv. Enhance the Extent To be stated national national productivity productivity promotion promotion programme programme developed/im plemented 313 National Strategy 8-6: Improve the labour environment to enhance labour productivity National Strategy Outcome: Enabling Labour Environment for a Productive and Satisfied and worker satisfaction Labour Force Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimate Assumptions Risks/Limita ble d Costs tions Name of Schedule/Duration Output (s) Outcome (s) Output Target (s) Entity/ies (000) Programmes/Sub- Start End Indicator (s) 2024 (FY 23/24) Programmes Date Date Areas v. Promote the use Extent To be stated of improved new/more technology for efficient greater technology productivity used to increase productivity vi. Increase April March To establish B2B Opportunitie Extent Interest from opportunities for 2023 2024 linkage Business s for linkages mechanisms international JAMPRO linkages with opportunities matchma with regional for linking enterprise for regional and with between king and global local local global local introducti enterprises enterprises good/service enterprises suppliers and ons increased with regional secured international and/or with linkages and global investors meeting opportunities enterprises 60 linkages secured developed/im opportunities plemented identified vii. Encourage the Extent To be stated MOEY, development of education HEART programmes in and training NSTA/Tru the education programmes st and training to support systems to innovation induce and creativity innovation and developed/im creativity plemented 314 National Strategy 8-6: Improve the labour environment to enhance labour productivity National Strategy Outcome: Enabling Labour Environment for a Productive and Satisfied and worker satisfaction Labour Force Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimate Assumptions Risks/Limita ble d Costs tions Name of Schedule/Duration Output (s) Outcome (s) Output Target (s) Entity/ies (000) Programmes/Sub- Start End Indicator (s) 2024 (FY 23/24) Programmes Date Date Areas Sector Strategy: Widen the modes of employment generation Aligned SDG Targets: 8.5

23. Develop and To widen the Access to A labour Outcome: % 10% increase Sufficient, Insufficient implement modes of services environment change in human, resources Employment employment and conducive to access to financial and available Services generation mechanis employment targeted (25,000 by technology within ms for generation employment 2026) resources, schedule employm opportunities and Main actions ent capacities Gaps in include: increased absorptive Development capacity of i. Develop a Extent To be stated processes existing National Work National will be systems/gap Policy Work Policy completed s in developed/im within supporting plemented schedule and regulatory ii. Promote Outcome: % 50% increase MLSS budget and policy compliance to compliance frameworks the Employment to the Services are Agencies Employment (60% by 2026) evidence and Regulation ACT Agencies demand (EARA) Regulation driven and ACT (EARA) meet quality standards 315 National Strategy 8-6: Improve the labour environment to enhance labour productivity National Strategy Outcome: Enabling Labour Environment for a Productive and Satisfied and worker satisfaction Labour Force Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimate Assumptions Risks/Limita ble d Costs tions Name of Schedule/Duration Output (s) Outcome (s) Output Target (s) Entity/ies (000) Programmes/Sub- Start End Indicator (s) 2024 (FY 23/24) Programmes Date Date Areas iii. Advance the Extent To be stated Effective and implementation Housing, enforceable of the Housing, Opportunity, regulations Opportunity, Production Production and and Stakeholders Employment Employment have (HOPE) (HOPE) sufficient Programme Programme capacity and developed/im resources to plemented interact with iv. Develop and Extent To be stated state led implement the Peckham systems and Peckham Bamboo Pre- processes Bamboo Pre- processing processing Project Project developed/im plemented Sector Strategy: Create a strong framework for optimal deployment of labour Aligned SDG Targets: 8.8

24. Framework for To create a Framewor Strong Sufficient, Insufficient deployment of strong k for framework human, resources labour framework optimal for optimal financial and available for the deployme deployment technology within Main actions optimal nt of of labour resources, schedule include: labour 316 National Strategy 8-6: Improve the labour environment to enhance labour productivity National Strategy Outcome: Enabling Labour Environment for a Productive and Satisfied and worker satisfaction Labour Force Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimate Assumptions Risks/Limita ble d Costs tions Name of Schedule/Duration Output (s) Outcome (s) Output Target (s) Entity/ies (000) Programmes/Sub- Start End Indicator (s) 2024 (FY 23/24) Programmes Date Date Areas i. Enhance the deployment strengthe Extent work New work MLSS/M and Gaps in work permit of labour ned permit permit system OFPS capacities absorptive machinery to machinery developed capacity of enforce developed/o Development existing adherence to perationalize processes systems/gap the Foreign d to enforce will be s in Nationals and adherence to completed supporting Commonwealth the Foreign within regulatory Citizens Nationals and schedule and and policy (Employment) Commonweal budget frameworks Act 1964 th Citizens (Employment Services are ) Act 1964 evidence and demand driven and meet quality standards Effective and enforceable regulations Stakeholders have sufficient capacity and resources to 317 National Strategy 8-6: Improve the labour environment to enhance labour productivity National Strategy Outcome: Enabling Labour Environment for a Productive and Satisfied and worker satisfaction Labour Force Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimate Assumptions Risks/Limita ble d Costs tions Name of Schedule/Duration Output (s) Outcome (s) Output Target (s) Entity/ies (000) Programmes/Sub- Start End Indicator (s) 2024 (FY 23/24) Programmes Date Date Areas interact with state led systems and processes Sector Strategy: Promote work experience programmes at secondary and post-secondary institutions to facilitate the development Aligned SDG Targets: 8.5, 8.6 of employability skills and school-to-work transition

25. Development of Promote Access to Improved Sufficient, Insufficient employability work work employability human, resources skills and experience experienc skills and financial and available school-to-work programmes e capacity for technology within transition at secondary program school-to- resources, schedule and post- mes by work and secondary students transition by capacities Gaps in institutions at the students at absorptive to facilitate secondary the Development capacity of the and post- secondary processes existing development secondary and post- will be systems/gap of levels of secondary completed s in employability education levels of within supporting skills and increased education schedule and regulatory school-to- based on budget and policy work participation frameworks transition in work Services are experience evidence and programmes demand Main actions driven and include: 318 National Strategy 8-6: Improve the labour environment to enhance labour productivity National Strategy Outcome: Enabling Labour Environment for a Productive and Satisfied and worker satisfaction Labour Force Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimate Assumptions Risks/Limita ble d Costs tions Name of Schedule/Duration Output (s) Outcome (s) Output Target (s) Entity/ies (000) Programmes/Sub- Start End Indicator (s) 2024 (FY 23/24) Programmes Date Date Areas i. Advance Extent To be stated meet quality implementation apprenticeshi standards of p apprenticeship programmes Effective and programmes in developed enforceable conjunction with and regulations private sector implemented (Cross reference: in Stakeholders National conjunction have Outcome #3, 3- with private sufficient 3) sector capacity and resources to interact with state led systems and processes 319 National Strategy 8-7: Develop the capabilities of micro, small and medium-sized National Strategy Outcome: Micro, small and medium-sized enterprises (MSMEs) with enterprises (MSMEs) strong capacity for productivity and supporting economic growth Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Durati Output (s) Outcome Output Target (s) Entity/ies Costs Programmes/Sub on (s) Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Micro, small and medium-sized enterprises (MSMEs) development Sector Strategy: Strengthen the legislative, regulatory, institutional and policy framework for developing MSMEs to Aligned SDG Targets: 8.3 facilitate increased contribution to economic growth

26. Development To strengthen Legislative, Strong Sufficient, Insufficient of micro, small the legislative, regulatory, legislative, human, resources and medium- regulatory, institutiona regulatory, financial and available sized institutional and l and policy institution technology within enterprises policy framework al and resources, and schedule (MSMEs) framework for for policy capacities developing developing framework Gaps in MSMEs to MSMEs for Development absorptive facilitate improved developing processes will capacity of increased MSMEs to be completed existing contribution to facilitate within systems/gap economic increased schedule and s in growth contributio budget supporting Main actions n to regulatory include: economic Services are and policy growth evidence and frameworks i. Industrial To increase by at Profitability 10% demand driven Development least 5% the of the and meet and Regulation contribution of MSME quality Programme local industries sector standards to Gross increased Domestic Product by 2024 320 National Strategy 8-7: Develop the capabilities of micro, small and medium-sized National Strategy Outcome: Micro, small and medium-sized enterprises (MSMEs) with enterprises (MSMEs) strong capacity for productivity and supporting economic growth Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Durati Output (s) Outcome Output Target (s) Entity/ies Costs Programmes/Sub on (s) Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Effective and enforceable regulations ii. Develop Micro, To increase the Enhanced Small and capacity of business Stakeholders Medium-sized Jamaican MSMEs developme have sufficient Enterprise and other nt support capacity and industry provided to resources to stakeholders to MSMEs interact with take advantage state led of systems and transformational processes and development opportunities. Enhanced Outcome: $ 1.05B JBDC business value To increase, by developme generated in 20%, the uptake nt support MSME and utilisation of provided to revenue financing MSMEs opportunities by MSMEs. Profitability Outcome: 3.443B EXIM of the Value of MSME loans for new sector SMEs Increased (disaggregate d) 321 National Strategy 8-7: Develop the capabilities of micro, small and medium-sized National Strategy Outcome: Micro, small and medium-sized enterprises (MSMEs) with enterprises (MSMEs) strong capacity for productivity and supporting economic growth Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Durati Output (s) Outcome Output Target (s) Entity/ies Costs Programmes/Sub on (s) Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Business Outcome: # 5,419 COJ processes of new and company systems (MSMEs) improved registrations Outcome: # 14,000 COJ of new business (MSMEs) registrations Outcome: # COJ of registration notices (SIPP) Output: # of TBD BSJ standards published for local industries (MSMEs) Digital Digitisation & Transitioning Digitalisation of Programme the MSME sector for Jamaica (Digital Target to be Jamaica) stated 322 National Strategy 8-7: Develop the capabilities of micro, small and medium-sized National Strategy Outcome: Micro, small and medium-sized enterprises (MSMEs) with enterprises (MSMEs) strong capacity for productivity and supporting economic growth Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Durati Output (s) Outcome Output Target (s) Entity/ies Costs Programmes/Sub on (s) Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Component 3 Output: # of 400 BSJ MSMEs engaged through sensitization sessions on the BSJ and NQI MSMEs Output: # Of 280 BSJ competitiv MSMEs that eness and receive productivit standards y enhanced implementati on, training, advisory services Increased Outcome: % 30% BSJ use of Of MSMEs standards that have (standards- increased led MSME productivity sector) through standards related services 323 National Strategy 8-7: Develop the capabilities of micro, small and medium-sized National Strategy Outcome: Micro, small and medium-sized enterprises (MSMEs) with enterprises (MSMEs) strong capacity for productivity and supporting economic growth Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Durati Output (s) Outcome Output Target (s) Entity/ies Costs Programmes/Sub on (s) Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Sub Actions include: a. Manage Extent MSME To be stated MIIC and & implement Entrepreneur the ship Policy reviewed developed/i MSME & mplemented Entreprene urship Policy b. Establish a Extent Capacity building MIIC regulatory regulatory programmes for framework framework MDAs delivered for greater for MSME participatio participation n of MSMEs in GOJ in the procurement Capacity building Governmen process programmes for t of developed/i MSMEs Jamaica’s mplemented delivered 324 National Strategy 8-7: Develop the capabilities of micro, small and medium-sized National Strategy Outcome: Micro, small and medium-sized enterprises (MSMEs) with enterprises (MSMEs) strong capacity for productivity and supporting economic growth Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Durati Output (s) Outcome Output Target (s) Entity/ies Costs Programmes/Sub on (s) Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date (GOJ) Measures that procuremen support/compli t process ment MSME participation in the procurement process aligned Sector Strategy: Increase and strengthen acquisition, analysis and application of data and information on MSMEs and the Aligned SDG Targets: 8.3 informal sector

27. Data and To increase and Access to Strong MIIC Sufficient, Insufficient information strengthen data and data and human, resources systems for acquisition, informatio informatio financial and available MSMEs and analysis and n on the n systems technology within informal sector application of MSMEs for MSMEs resources, and schedule data and and and capacities Main actions information on informal informal Gaps in include: MSMEs and the sector sector Services are absorptive informal sector increased evidence and capacity of i. Establish a Extent To be stated MIIC demand driven existing database with statistical and meet systems/gap relevant database on quality s in statistical data MSME standards supporting on MSMEs developed/i regulatory mplemented Quality data and policy and frameworks information available 325 National Strategy 8-7: Develop the capabilities of micro, small and medium-sized National Strategy Outcome: Micro, small and medium-sized enterprises (MSMEs) with enterprises (MSMEs) strong capacity for productivity and supporting economic growth Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Durati Output (s) Outcome Output Target (s) Entity/ies Costs Programmes/Sub on (s) Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Stakeholders have sufficient capacity and resources to interact with state led systems and processes Sector Strategy: Expand credit/financing facilities for MSMEs Aligned SDG Targets: 8.3, 9.3

28. Credit/Financin To expand Credit Adequatel Sufficient, Insufficient g facilities for credit/financing facilities for y financed human, resources MSMEs facilities for MSMEs MSMEs financial and available Main actions MSMEs expanded technology within include: resources, and schedule i. Implement DBJ $ value of To be stated DBJ capacities MSME investments Gaps in ecosystem supported Services are absorptive development # Of MSMEs To be stated evidence and capacity of initiatives benefitting demand driven existing from capacity and meet systems/gap building quality s in ii. Develop and Extent Access To be stated DBJ standards supporting implement to Finance for regulatory Access to MSMEs Quality data and policy Project and frameworks developed/i information mplemented available 326 National Strategy 8-7: Develop the capabilities of micro, small and medium-sized National Strategy Outcome: Micro, small and medium-sized enterprises (MSMEs) with enterprises (MSMEs) strong capacity for productivity and supporting economic growth Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Durati Output (s) Outcome Output Target (s) Entity/ies Costs Programmes/Sub on (s) Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Finance for MSMEs Project Stakeholders have sufficient iii. Develop and $ value of CEF To be stated DBJ capacity and implement supported resources to Credit loans interact with Enhancement state led Programme systems and processes iv. Develop and # Of MSMEs To be stated DBJ implement benefitting initiatives for from capacity Boosting building Innovation, interventions Growth and Entrepreneursh ip Ecosystems Sector Strategy: Promote and develop entrepreneurship Aligned SDG Targets: 8.3,4.4

29. Entrepreneurs To promote Access to Strong MIIC Sufficient, Insufficient hip and develop mechanism Framewor human, resources Development entrepreneurs s for k for financial and available Main actions hip supporting Entrepren technology within include: entreprene eurship schedule 327 National Strategy 8-7: Develop the capabilities of micro, small and medium-sized National Strategy Outcome: Micro, small and medium-sized enterprises (MSMEs) with enterprises (MSMEs) strong capacity for productivity and supporting economic growth Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Durati Output (s) Outcome Output Target (s) Entity/ies Costs Programmes/Sub on (s) Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date i. Develop and urship Extent To be stated MIIC resources, and implement developme Mobile capacities Gaps in entrepreneursh nt Business absorptive ip facilitation increased Clinic ‘office’ Development capacity of and on wheels processes will existing development developed/i be completed systems/gap services to mplemented within schedule s in rural and budget supporting communities regulatory through Mobile Services are and policy Business Clinic evidence and frameworks ‘office’ on demand driven wheels and meet ii. Foster the Extent legal Proper legal MIIC quality development structures/co structures and standards of a Social de of ethics code of ethics Enterprise developed/i for operation Effective and Business model mplemented developed enforceable in Jamaica regulations Extent Public To be stated Stakeholders Relations have sufficient campaign for capacity and social resources to enterprise interact with developed/i state led mplemented 328 National Strategy 8-7: Develop the capabilities of micro, small and medium-sized National Strategy Outcome: Micro, small and medium-sized enterprises (MSMEs) with enterprises (MSMEs) strong capacity for productivity and supporting economic growth Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Durati Output (s) Outcome Output Target (s) Entity/ies Costs Programmes/Sub on (s) Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date iii. Foster the Extent public To be stated MIIC systems and development sensitization processes of and entrepreneursh marketing ip through campaigns on public entrepreneur sensitization ship and marketing developed/i campaign in mplemented schools and the wider society Sector Strategy: Provide training and capacity development for MSMEs Aligned SDG Targets: 8.3

30. Develop and To provide Access to Strong Sufficient, Insufficient implement training and training framework human, resources capacity capacity and for training financial and available building development for capacity and technology within programmes MSMEs developme capacity resources, and schedule for the MSME nt by building of capacities sector and MSMEs MSMEs Gaps in farmers increased Development absorptive processes will capacity of Main actions be completed existing include: within schedule systems/gap and budget s in i. Develop and Extent Small 2 JBDC supporting implement Small Business Services are regulatory Business Development evidence and Development Centre 329 National Strategy 8-7: Develop the capabilities of micro, small and medium-sized National Strategy Outcome: Micro, small and medium-sized enterprises (MSMEs) with enterprises (MSMEs) strong capacity for productivity and supporting economic growth Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Durati Output (s) Outcome Output Target (s) Entity/ies Costs Programmes/Sub on (s) Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Centre (SBDC) (SBDC) demand driven and policy project project and meet frameworks developed/i quality mplemented standards # of Small Effective and Business enforceable Development regulations Centres (SBDC) Stakeholders established have sufficient ii. Develop and Extent Mmentorship capacity and implement mentorship programme resources to Mentorship programme developed interact with Programme developed/i state led mplemented systems and iii. Strengthen the Extent To be stated processes provision of extension extension support support services to services to micro firms micro firms and and agri- agri-ventures ventures developed/i mplemented iv. Increase Extent To be stated incubator and incubator and accelerator accelerator 330 National Strategy 8-7: Develop the capabilities of micro, small and medium-sized National Strategy Outcome: Micro, small and medium-sized enterprises (MSMEs) with enterprises (MSMEs) strong capacity for productivity and supporting economic growth Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Durati Output (s) Outcome Output Target (s) Entity/ies Costs Programmes/Sub on (s) Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date support to support to MSMEs MSMEs / developed/in Provide incubator creased/impl support services emented to MSMEs in areas such as food processing, fashion, jewellery, and furniture manufacturing v. Develop MSME Extent MSME Energy Audit operational operational/ Grant and trade trade Programme to capacities capacities facilitate developed/i utilization of mplemented renewable energy and energy efficiency technologies developed 331 National Strategy 8-7: Develop the capabilities of micro, small and medium-sized National Strategy Outcome: Micro, small and medium-sized enterprises (MSMEs) with enterprises (MSMEs) strong capacity for productivity and supporting economic growth Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Durati Output (s) Outcome Output Target (s) Entity/ies Costs Programmes/Sub on (s) Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Exports and links to global supply chains facilitated vi. Implement Extent MSME To be stated MSME tourism tourism inclusion inclusion shared value shared value project to project facilitate developed/i business mplemented development through support to MSMEs to participate in the global value chain vii. Increase Extent To be stated MSMEs market change in access through MSMEs Things market Jamaican (TJ) e- access store and brick through 332 National Strategy 8-7: Develop the capabilities of micro, small and medium-sized National Strategy Outcome: Micro, small and medium-sized enterprises (MSMEs) with enterprises (MSMEs) strong capacity for productivity and supporting economic growth Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Durati Output (s) Outcome Output Target (s) Entity/ies Costs Programmes/Sub on (s) Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date and mortar Things supply chain Jamaica (TJ) e-store Extent To be stated change in MSMEs market access through Things Jamaica (TJ) brick and mortar supply chain viii. Deve Janua Dec To provide Various Increase in Extent MSME Export Max JAMPRO lop and ry emb focused capacity export support (incubator) & JBDC Implement 2023 er capacity building sales initiatives Export JMEA Enterprise 202 building, initiatives developed/i accelerator Development 5 advocacy and -trade mplemented programmes Other for export market missions to executed sponsors growth penetration secure programme: 3- support to export 60 incubator year exporters and orders Participants (2 programme export-ready intakes of 30 firms. companies 333 National Strategy 8-7: Develop the capabilities of micro, small and medium-sized National Strategy Outcome: Micro, small and medium-sized enterprises (MSMEs) with enterprises (MSMEs) strong capacity for productivity and supporting economic growth Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Durati Output (s) Outcome Output Target (s) Entity/ies Costs Programmes/Sub on (s) Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date (small-medium) over 2 years 60 accelerator Participants (6 intakes of 10 companies (large) over 3 years ix. Develop a Extent To be stated productivity productivity based incentive based programme for incentive rural micro programme firms in for rural agribusiness micro firms in agribusiness developed/i mplemented x. Design and Extent To be stated support projects to projects that create will strengthen linkages linkages between between the MSMEs, MSMEs, Manufacturin Manufacturing, g, 334 National Strategy 8-7: Develop the capabilities of micro, small and medium-sized National Strategy Outcome: Micro, small and medium-sized enterprises (MSMEs) with enterprises (MSMEs) strong capacity for productivity and supporting economic growth Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Durati Output (s) Outcome Output Target (s) Entity/ies Costs Programmes/Sub on (s) Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Agriculture, Agriculture, SEZs and SEZs and Tourism Tourism developed/i mplemented 335 National Outcome #9 “Strong Economic Infrastructure” Medium Term Strategic Policy Framework Overview Under Vision 2030 Jamaica – National Development Plan (NDP), Jamaica is advancing the development of world- class transport, telecommunication, water supply and sanitation infrastructure that contribute to the competitiveness of producers in the country and improved quality of life for the people. National Outcome #9 “Strong Economic Infrastructure” represents the national thrust towards building high-quality infrastructure which facilitates the efficient movement of persons, goods, services, and information, and contributes to the integration of economic activities across regions and markets. Strong economic infrastructure also forms part of the enabling environment for increasing the productivity of economic processes and contributes to balanced and sustainable spatial development. For the transport system, focus is given to expanding and adapting to the needs and requirements of economic actors while ensuring equitable access for all citizens as well as limiting the impact on the environment. This approach involves improving and rationalizing the road transport infrastructure, prioritizing road maintenance, and expanding land transport, including the revitalization of rail transport for passenger and cargo traffic. Emphasis has also been placed on improving coordination in the implementation of land transport policies and programmes, a longstanding issue affecting this area. Priority is also given to the expansion of domestic and international air transport infrastructure and services to meet increasing demand by passengers. To accomplish this, infrastructure development will include the expansion and upgrading of existing aerodromes. There are also efforts to establish Jamaica as an integrated maritime centre. Focus has been given to expanding and diversifying infrastructure and services to capitalize on Jamaica’s strategic location. Furthermore, the development of maritime infrastructure for cargo and passengers as well as the development of a maritime centre are also prioritized. The development path covers ensuring adequate and safe water supply and sanitation services. This encompasses strengthening of the infrastructure for storage, treatment, distribution, and disposal of water. This development pathway also recognizes that water, sanitation, and hygiene is linked to human health, the protection of ecosystems and the 336 reduction of poverty. Therefore, priority has been given to improving coordination between planning and development of water supply, sanitation services, and human settlements. The expansion of the broadband network is also recognized as a development priority. Focus has been given to creating the infrastructure required to provide affordable universal access to information and communications technologies for industrial, commercial, and residential users. The imperatives also include developing the policy and strategic planning framework for universal access to high-capacity networks and encouraging public and private sector partnerships to establish internet connectivity in publicly accessible spaces. Vision 2030 Jamaica also acknowledges the increasing importance of managing logistics costs and the need to develop Jamaica’s capacity to be a regional transportation and logistical hub with multimodal transport linkages. Jamaica is poised to leverage its strategic location and competitive advantages with existing transport infrastructure as well as developing and connecting major supporting logistics centres and facilities island-wide. The path to the sustainable development of strong economic infrastructure encompasses a strategic response to the long-term issues and challenges while increasing agility in the policy response to changes. Jamaica has and continues to make progress in addressing some of the main issues and challenges. These include:  Fragmented responsibility for the maintenance of the road network  Inadequate maintenance of rural road networks which support the productive sectors  Road safety  An inadequate public transport system  Regional and international competition for establishment and operation of a transport and logistics hub  Constraints in the enabling environment for maritime transport  Inadequate reliability and convenience of water and sanitation services, particularly in rural areas The Covid-19 pandemic significantly disrupted the global supply chain and called for increased efforts to bolster value chains to sustain economic activity while continuing to improve efficiency. The strategic programme for the medium-term builds on progress made since the start of plan implementation and increases efforts to deepen and expand the country’s connection with the global economy and moving up the value chain. Furthermore, the pandemic highlighted the need to accelerate efforts to build resilient and strong economic infrastructure which can adequately support the economic and social activities of the society without compromising the health of the environment. 337 Medium Term Results and Policy-Driven Strategies and Development Programmes Table 9A below presents the medium-term targets for “Strong Economic Infrastructure” and selected data. The medium term performance is based on the extent to which the expected policy-driven results from strategic programming and implementation are achieved (see next table). Partners in development contribute to the achievement of the medium-term targets by aligning their planning to the strategies and programmes. Table 9A. Table of Indicators: National Outcome 9 - “Strong Economic Infrastructure” National Outcome #9 – Strong Economic Infrastructure National Baseline Actual Targets Outcome 2007 2012 2015 2018 2019 2020 2021 2012 2015 2018 2021 2022 2023 2024 2030 Indicators Infrastructure 3.54 3.59 3.74 3863 63 3.69 3.84 4.00 4.20 60 60 60 68 Index (60) The planned results, strategies, and development programming for “Strong Economic Infrastructure” are aligned with SDGs 3, 6, 8, 9, 11, 14 and 17. Figure 9A - Alignment of National Outcome 9 “Strong Economic Infrastructure” and the SDGs GOAL 6: Ensure GOAL 3: Ensure availability and healthy lives and sustainable promote well-being management of for all at all ages water and sanitation for all GOAL 8: Promote GOAL 9: Build sustained and resilient inclusive economic infrastructure, growth, full and promote inclusive productive and sustainable employment and industrialization and decent work for all foster innovation GOAL 11: Make SDG 14: Conserve cities and human and sustainably use settlements the oceans, seas and inclusive, safe, marine resources for resilient and sustainable sustainable development GOAL 17: Strengthen the means of implementation and revitalize the global partnership for sustainable development 38 Methodology changed 338 Table 9B shows the national and sector strategies and aligned programming that will be implemented by government and other partners in development over the period FY 2021/22 – FY 2023/24 to advance “Strong Economic Infrastructure” and aligned SDGs. Stakeholders are encouraged to align your planning to what is presented in the table. Table 9B. National Strategies and Medium-Term Policy-Driven Sector Strategies, Programmes and Results – “Strong Economic Infrastructure” National Strategy 9-1: Expand and rationalize land transport infrastructure and services National Strategy Outcome: Land transport infrastructure and services expanded and rationalized Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Development Results Responsib Estimate Assumptions Risks/Limi le d Costs tations Name of Schedule/Duration Output (s) Output Target (s) Entity/ies (000) Programmes/Sub Start End Date Indicator (s) 2024 (FY -Programmes Date 23/24) Areas Development Area: Land transport infrastructure and services Sector Strategy: Ensure an appropriate integrated legislative, regulatory and institutional framework for the transport Aligned SDG Targets: 9.1 sectors

1. Regulatory and To provide an Regulation institutional integrated, s, framework for regulatory, and institutions transport institutional , sector framework for procedures the transport and Main actions sector for processes include: expanded and for the i. Implement the rationalized transport Extent to Partial MTM, ITA Sufficient, Insufficien Road Traffic land transport sector which the human, t Act—Establish 339infrastructur improved ITA (Schedule financial and resources the Island e and services restructured for targets technology and Traffic and/or to be resources, and capacities Authority (ITA) operational determined capacities ) 339 as a Statutory as statutory Draft Policy and Delays in Body body structure legislative completin completed development g activities and are timely/on for approved schedule restructuri Restructure ng of ITA d ITA Body Change as operational management statutory and body stakeholder National ownership Motor Vehicle and Traffic Offence Registries operational ii. Advance the To be stated To be current and stated future legislative process through collaboration with the Chief Parliamentary Counsel (CPC), Legal Reform Dept., the AG’s Chambers and the Legislation Committee of Cabinet and other stakeholders. 340 Sector Strategy: Strengthen the institutional capacity and capabilities of road authorities to develop and maintain the road Aligned SDG Targets: 9.1 network

2. Institutional To strengthen MTW, Sufficient, Insufficien capacity and institutional MLGRD human, t capabilities to capacity and financial and resources develop and capabilities to technology and maintain the develop and resources, and capacities road network maintain the capacities Main actions road network Gaps in include: Clearly partnershi articulated p i. Improve the To be stated To be and agreed framewor inter- stated partnerships ks institutional and arrangements collaborations for among construction, relevant maintenance, institutions and management of main parochial and farm road networks Sector Strategy: Advance the improvement and modernization of the road network and highway infrastructure Aligned SDG Targets: 9.1

3. Road Network To improve and Road Modern road Demand- Insufficien and Highway modernize the network network and driven t Infrastructure road network and highway development resources/ Main actions and highway highway infrastructure informed by change include: infrastructure infrastruct social and managem ure economic ent/engag i. Complete the (To improve improved To be stated To be development ement of construction of efficiencies in stated and the range Highway 2000 use of personal environment of by: and commercial sustainability stakehold construction of resources, considerations phase 2B of 341 Highway 2000 productivity and ers/social Williamsfield to reduce damage marketing Montego Bay and loss Sufficient ii. Implement the associated with Extent Partially resources – Southern use of road Southern implement human, Coastal transport) Coastal ed financial and Highway Highway (schedule technology Improvement Improvemen for targets Project (SCHIP) t Project to be Outputs (SCHIP) determined developed implemente ) within quality d Main south specifications eastern road Change corridor management from and social Harbour marketing View, St prioritized Andrew to Port Antonio, Portland (110Km) improved Section – Morant Bay to Cedar Valley, St Thomas (26Km) improved Third phase of the East–West Highway (Highway 342 2000) from May Pen, Clarendon to Williamsfiel d in Mancheste r (27km) constructe d iii. Undertake Extent to Developme development of which nt of the lands adjacent developmen Mammee to the North- t plans for Bay Hotel South Link of lands commence Highway 2000 adjacent to d the North- South link of Highway 2000 Developme implemente nt of two d other hotels commence d 570 housing solutions provided iv. Develop the To be stated To be enforcement stated mechanism for transport infrastructure standards 343 (material, design, construction and climate change/environ mental resilience, national roadway standards) v. Implement Extent 15km of 4 Montego Bay implementat lane Perimeter Road ion Montego carriagewa Project 39 Bay y from Iron Perimeter shore to Road Project Bogue in Montego Bay constructe d 39 To create a safe and reliable alternate route/road for motorist travelling across and within Montego Bay reducing congestion within the city and open up new lands to facilitate structured development. 344 Intersectio ns within the city of Montego Bay rehabilitate d/improved over four- year period Sector Strategy: Improve the safety and security of roads for all users Aligned SDG Targets:3.6, 11.2

4. Road Safety To improve the Infrastruct Enabling Sufficient Insufficien safety and ure, environment resources – t security of standards, for safe and human, resources/ Main actions roads for all and other secure road financial and change include: users provisions use technology managem i. Complete the for safe To be stated To be ent/engag revision of the and secure stated Regulatory ement of National Road road use framework the range Safety Policy improved developed of ii. Develop vehicle To be stated To be within stakehold safety stated schedule and ers/social standards to informed by marketing promote the evidence and concept of stakeholder crash-worthy engagement vehicles operating on Change the road management network and social iii. Implement % Reduction 15% marketing Road Safety in adult and prioritized Programme child pedestrian accidents 345 Sector Strategy: Improve and modernize rail services Aligned SDG Targets: 9.1, 11.2

5. Revitalization To create a Rail Modern rail MTM Evidence- and Insufficien of the Rail modern rail infrastruct service demand t Services service for the ure driven resources/ Main actions movement of rehabilitat development change include: cargo and ed managem i. Implement passengers and Extent Phase 1 MTM Sufficient ent/engag phased the completion (Schedule resources – ement of rehabilitatio development of of phased for targets human, the range n of rail rail-based rehabilitatio to be financial and of services tourism n of rail determined technology stakehold attraction tours. services ) ers Phase 1— Change Montego management Bay to and Appleton stakeholder engagement Squatters relocation activities for Phase 1 of rehabilitati on undertaken Phase 2 (Schedule for targets to be determined ) Phase 2A— Spanish 346 Town to Ewarton Phase 2B— Appleton Clarendon Park National Strategy 9-2: Develop a modernized public transport system National Strategy Outcome: Modern public transport system Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Modernization of Public Transport System Sector Strategy: Create the framework for a modern transportation system Aligned SDG Targets: 9.1, 9.4

6. Modernizatio 2009 2030 To create a Framewor Strong Sufficient Insufficient n of Public framework for k for framework resources – resources Transport a modern moderniz for modern human, available System public ation of public financial and within Main actions transport transport transport technology schedule include: system system system i. Complete the develope To be stated To be stated Timely Delays in revision of the d production of development National outputs and of regulatory Transport Policy within quality frameworks ii. Ensure proper To be stated To be stated specifications infrastructure Insufficient and supporting Stakeholder- engagement facilities and driven of the range equipment for development of key the public stakeholders 347 National Strategy 9-2: Develop a modernized public transport system National Strategy Outcome: Modern public transport system Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date transport of regulatory and potential system, framework impact on especially in implementati rural areas and on other urban centres (outside of the KMTR) iii. Implement the Extent Phase 2— Rural-Urban implementati Manchester and Transport Plan on of Rural- St Elizabeth Urban completed Transport (schedule for Plan target to be determined) 348 National Strategy 9-3: Expand the domestic and international air transport National Strategy Outcome: Expanded domestic and international air transport infrastructure and services infrastructure and services Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Domestic and International air transport infrastructure and services Sector Strategy: Ensure strategic alliances for airport development and operation Aligned SDG Targets: 9.1, 11.2

7. Airport To create Strategic Strong Sufficient Insufficient development strategic alliances strategic resources – resources and operation alliances for for airport alliances for human, available airport developm airport financial and within Main actions development ent and development technology schedule include: and operation operation and i. Develop and improved operation To be stated To be stated Structures and Global promote a mechanisms shocks and strategic model for engaging crises impact for the and investment operation of the maintaining and partner existing effective interests aerodromes partnerships in ii. Undertake Extent Phase 1B place Gaps in activities of the implementati completed management Capital on of Capital Fairly of Development Development competitive partnerships Phase 2 and enabling Programme – Programme commenced business NMIA (NMIA) iii. Further upgrade To be stated To be stated environment of the Ian Fleming 349 National Strategy 9-3: Expand the domestic and international air transport National Strategy Outcome: Expanded domestic and international air transport infrastructure and services infrastructure and services Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date International Macro- Airport (IFIA)40 economic stability iv. Develop a To be stated To be stated Country model for the resilient to operation and exogenous promotion of shocks the IFIA, Vernamfield and Lionel Densham aerodromes 40 To drive tourism and other economic development in north-eastern Jamaica 350 National Strategy 9-4: Expand and diversify maritime infrastructure and services National Strategy Outcome: Expanded and diversified maritime infrastructure and services Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub- n Indicator (s) 2024 (FY 23/24) (000) Programmes Start End Areas Date Date Development Area: Maritime infrastructure and services Sector Strategy: Promote the development of maritime infrastructure and services through strengthening the Aligned SDG Targets: 9.1, 8.1, 14.7 regulatory framework and strategic infrastructure for cargo and passengers

8. Maritime 2009 2030 To strengthen Maritime Strong MTM Development Insufficient Regulatory the maritime regulatory maritime plans are resources Framework and regulatory framewor infrastructur demand- available Strategic framework and k e and driven within infrastructure strategic strengthe services schedule development infrastructure ned Sufficient for cargo and resources and Delays in Main actions passengers for Maritime capacities – completing include: developing infrastruc human key activities i. Revise Maritime maritime ture for % Completion To be stated (including Act infrastructure cargo and revision of technical Insufficient and services passenger Maritime Act skills), financial stakeholder improved and consultation/ ii. Facilitate the To be stated To be stated technology engagement sustainable in development of Completion of partnerships cruise shipping, planned including home activities in porting accordance iii. Increase the Extent Capacity of e with capacity of change in Montego Bay performance cruise ship capacity of (Berth 2) indicators cruise ship increased 351 National Strategy 9-4: Expand and diversify maritime infrastructure and services National Strategy Outcome: Expanded and diversified maritime infrastructure and services Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub- n Indicator (s) 2024 (FY 23/24) (000) Programmes Start End Areas Date Date berths and berths/faciliti Capacity of facilities es Reynolds Pier Key increased stakeholders iv. Establish Extent Provision consulted/ Jamaica as an provision of services engaged international shipping developed for through shipping centre facilities dry partnership docking/ship arrangements repairs, bunkering, ship registry 352 National Strategy 9-5: Develop Jamaica as a regional logistics hub with multimodal National Strategy Outcome: Regional logistics hub with multimodal transport linkages transport linkages Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Logistics Sector Strategy: Develop and link major supporting logistics centres and facilities islandwide Aligned SDG Targets: 8.1, 9.1

9. Logistics 2009 2030 To develop and Major Strong MTM Sufficient Insufficient Capacity link major supportin interlinked resources – resources Development supporting g logistics supporting human, available Main actions logistics centres logistics financial and within include: centres and and centres and technology schedule i. Develop the facilities facilities facilities % Completion To be stated Public Rights of islandwide develope islandwide Public Rights Timely updates Global Way, Access d and of Way, in regulatory shocks and Management linked Access environments crises and islandwid Management and other Enforcement e and enablers of Competitor Policy Enforcement logistics countries/ec Policy development onomies ii. Develop a Extent Technical and outpace multi-phased development feasibility Effective Jamaica in logistics/transhi multi-phased studies change competitiven pment port and logistics/trans completed management, ess of industrial and hipment port promotions, business commercial and industrial Environmental and marketing environment zones and impact and/or a. Logistics commercial assessments Supportive/sta logistics Zones zones completed ble macro- development b. Speci fiscal al Economic environment Unanticipate Zones d major 353 National Strategy 9-5: Develop Jamaica as a regional logistics hub with multimodal National Strategy Outcome: Regional logistics hub with multimodal transport linkages transport linkages Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date c. BPO facilities Jamaica is able changes in to navigate global dynamics in demand for global traded goods economy, and services, iii. Implement the Extent Implementation relations, and supply chains actions from implementati roadmap of geo-politics and trade the Global on of Global policy, towards relations Logistics Hub Logistics Hub legislative and competitive Initiative Initiative infrastructural advantage Master Plan for Master Plan changes the developed development of Implementation a Logistics Hub Commenced iv. Review, reform Extent Maritime and implement development legislation the legal /implementat developed framework for ion of legal Safety and operation of a framework security logistics- for operation legislation and centred of logistics- regulations economy centred developed economy v. Finalize and Extent Special implement the implementati Economic Zone new SEZ regime on new SEZ legislation and to replace free regime enabling 354 National Strategy 9-5: Develop Jamaica as a regional logistics hub with multimodal National Strategy Outcome: Regional logistics hub with multimodal transport linkages transport linkages Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date zones, including regulations the legislative enacted and regulatory Existing free framework zones transitioned to SEZs vi. Implement SEZ Extent SEZ SEZ Land Bank Land Bank Land Bank established Project developed/o perational # Of To be stated hectares/ value of lands held in the land bank Sector Strategy: Promote increased economic impact and contribution from SEZs Aligned SDG Targets: 8.1, 9.1

10. Special To increase Employm High Same as above Same as Economic economic ent in economic above Zones impact and SEZs value (impact Main actions contribution increased and include: from SEZs contributions ) SEZs # Of new SEZ 1000 New SEZ jobs jobs, FY2021/22 355 National Strategy 9-5: Develop Jamaica as a regional logistics hub with multimodal National Strategy Outcome: Regional logistics hub with multimodal transport linkages transport linkages Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date i. Implement 3000 New SEZ Economic jobs, FY Impact Initiative 2022/23 5000 New SEZ jobs FY, 2023/24 Governm % Increase in ent PAYE 5% Increase in revenue PAYE from SEZs (FY2021/22) increased over previous year 10% Increase in PAYE (FY2022/23) over previous year 15% Increase in PAYE (FY2023/24) over previous year % Increase in To be stated CIT Number # Of new To be stated and value zones 356 National Strategy 9-5: Develop Jamaica as a regional logistics hub with multimodal National Strategy Outcome: Regional logistics hub with multimodal transport linkages transport linkages Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date of # Of SEZ To be stated investme occupants/sin nts in SEZ gle entity increased Total To be stated investment (foreign and Local Direct Investment in SEZ) Earnings % Increase in To be stated from FX and foreign Exports exchange and exports increased 357 National Strategy 9-6: Expand the broadband network island-wide National Strategy Outcome: Islandwide broadband network Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Respons Estimat Assumptions Risks/Limita ible ed tions Name of Schedule/Durat Output Outcome (s) Output Target (s) Entity/ie Costs Programmes/Sub- ion (s) Indicator (s) 2024 (FY s (000) Programmes Areas Start End 23/24) Date Date Development Area: Broadband Network Expansion Sector Strategy: Develop the regulatory and planning framework for universal access to high-capacity networks Aligned SDG Targets: 9.c,17.8, 17.6

11. Regulatory and To develop Regulato Universal Sufficient Insufficient planning regulatory and ry and access to high- resources – resources frameworks for planning planning capacity human, available broadband frameworks for framewo networks financial and within access universal access rk for technology schedule Main actions to high-capacity universal include: networks access to Regulatory Insufficient i. Develop a high- To be stated To be stated framework stakeholder Broadband Policy capacity development engagement networks process is and buy-in ii. Develop a develope To be stated To be stated stakeholder Spectrum d driven and Management timely/on Policy schedule iii. Develop To be stated To be stated infrastructure sharing guidelines Sector Strategy: Encourage public and private sector partnerships to establish internet connectivity in publicly accessible Aligned SDG Targets: 9.c, 17.8 spaces

12. Internet To promote Public- PPP provided MSET Sufficient Insufficient connectivity public-private private Internet resources and resources in publicly sector sector connectivity in capacities – and accessible partnerships in partners publicly human, capacities 358 National Strategy 9-6: Expand the broadband network island-wide National Strategy Outcome: Islandwide broadband network Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Respons Estimat Assumptions Risks/Limita ible ed tions Name of Schedule/Durat Output Outcome (s) Output Target (s) Entity/ie Costs Programmes/Sub- ion (s) Indicator (s) 2024 (FY s (000) Programmes Areas Start End 23/24) Date Date spaces – providing hip (PPP) accessible financial and public and internet provided spaces technology private sector connectivity in Internet Insufficient partnerships publicly connecti Partnership incentivisati Main actions accessible vity in modalities are on of include: spaces publicly structured and partnerships i. Advance the accessibl To be stated To be stated sensitive to provision of e spaces stakeholder internet access increase needs and via community- d capacities based networks including avenues such as utilization of Television White Space (TVWS) National Strategy 9-7: Ensure adequate and safe water supply and sanitation services National Strategy Outcome: Adequate and safe water supply and sanitation services Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsib Estima Assumptions Risks/Limit le ted ations Name of Schedule/Duration Output Outcome (s) Output Target (s) Entity/ies Costs Programmes/Su Start Date End (s) Indicator (s) 2024 (FY 23/24) (000) b-Programmes Date Areas Development Area: Safe Water Supply and Sanitation Services 359 National Strategy 9-7: Ensure adequate and safe water supply and sanitation services National Strategy Outcome: Adequate and safe water supply and sanitation services Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsib Estima Assumptions Risks/Limit le ted ations Name of Schedule/Duration Output Outcome (s) Output Target (s) Entity/ies Costs Programmes/Su Start Date End (s) Indicator (s) 2024 (FY 23/24) (000) b-Programmes Date Areas Sector Strategy: Develop infrastructure for efficient and sustainable supply of water Aligned SDG Targets: 6.1, 6.2, 6.3, 6.4, 6.5

13. Safe Water 2009 2030 To develop Infrastru Efficient and Projects are Insufficient Supply and infrastructure cture for sustainable evidence-based stakeholder Sanitation for the water water supply and demand- support, Services efficient and supply driven with key including sustainable improve stakeholder protection Main actions supply of d buy-in and of assets include: water support i. Implement Extent Non-revenue NWC Sufficient Insufficient the KMA implementat water (NRW) resources and resources Water Supply ion KMA reduction capacities – available Improvement Water programme for human (incl. within Project Supply KSA technical skills), schedule Improvemen implemented financial and t Project Other project technology Inefficiencie targets are to Performance- s in the be stated based project implementa ii. Implement a Extent Catchment tank NWC development tion of comprehensiv implementat rehabilitation and project lead e rural water ion projects management to delays in supply comprehensi implemented producing upgrading and ve rural Rain harvesting Project deliverables repairs water supply projects implementation and impact programme upgrading implemented is efficient – 360 National Strategy 9-7: Ensure adequate and safe water supply and sanitation services National Strategy Outcome: Adequate and safe water supply and sanitation services Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsib Estima Assumptions Risks/Limit le ted ations Name of Schedule/Duration Output Outcome (s) Output Target (s) Entity/ies Costs Programmes/Su Start Date End (s) Indicator (s) 2024 (FY 23/24) (000) b-Programmes Date Areas and repairs Other project within schedule resource iii. (Cross programme targets are to and costs needs reference: be stated National Outcome #12 Agriculture, Action 20) iv. Implement Extent 71 pump motor NWC the Tank and implementat sets supplied Pump ion of Tank and installed Programme and Pump 30 tanks Programme constructed 70 tanks rehabilitated Tank/pump facilities rehabilitated v. Implement Extent To be stated NWC the Northern implementat Parishes ion Northern Water Supply Parishes Project Phase Water 1 Supply Project Phase 1 361 National Strategy 9-7: Ensure adequate and safe water supply and sanitation services National Strategy Outcome: Adequate and safe water supply and sanitation services Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsib Estima Assumptions Risks/Limit le ted ations Name of Schedule/Duration Output Outcome (s) Output Target (s) Entity/ies Costs Programmes/Su Start Date End (s) Indicator (s) 2024 (FY 23/24) (000) b-Programmes Date Areas vi. Implement Extent To be stated NWC the Roaring implementat River Water ion Roaring Supply River Water Improvement Supply Project – Improvemen Additional t Project water for Savanna-La- Mar & Negril vii. Implement Extent To be stated NWC the Rural implementat Water Supply ion Rural Programme – Water water supply Supply projects in Programme selected rural communities viii. Construct a Extent To be stated NWC new 15 mgd construction water new 15 mgd treatment water plant for treatment KMA under plant for a public KMA private partnership 362 National Strategy 9-7: Ensure adequate and safe water supply and sanitation services National Strategy Outcome: Adequate and safe water supply and sanitation services Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsib Estima Assumptions Risks/Limit le ted ations Name of Schedule/Duration Output Outcome (s) Output Target (s) Entity/ies Costs Programmes/Su Start Date End (s) Indicator (s) 2024 (FY 23/24) (000) b-Programmes Date Areas arrangemen t Sector Strategy: Advance development of infrastructure for sewerage treatment and disposal Aligned SDG Targets: 6.2, 6.3

14. Developmen To advance Infrastru Effective NWC Same as above Same as t of development cture for sewerage above infrastructur of sewerag treatment and e for infrastructure e disposal sewerage for sewerage treatmen treatment treatment and t and and disposal disposal disposal Strong Main actions improve infrastructure include: d for sewerage treatment and i. Complete disposal % To be stated NWC Stage 2 of the Completion Port Antonio Stage 2 of Water the Port Sewerage and Antonio Drainage Water project Sewerage and Drainage project ii. Undertake % To be stated NWC expansion of Completion the Soapberry expansion of 363 National Strategy 9-7: Ensure adequate and safe water supply and sanitation services National Strategy Outcome: Adequate and safe water supply and sanitation services Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsib Estima Assumptions Risks/Limit le ted ations Name of Schedule/Duration Output Outcome (s) Output Target (s) Entity/ies Costs Programmes/Su Start Date End (s) Indicator (s) 2024 (FY 23/24) (000) b-Programmes Date Areas Treatment Soapberry Plant Treatment Plant iii. Extend sewer Extent To be stated NWC network in completion sections of extension of Kingston and sewer St. Andrew network in KSA iv. Rehabilitate Extent To be stated NWC selected completion wastewater rehabilitatio treatment n of selected plants in St wastewater Catherine and treatment Clarendon plants in St Catherine and Clarendon 364 National Outcome #10 “Energy Security and Efficiency” Medium Term Strategic Policy Framework Overview Vision 2030 Jamaica – National Development Plan (NDP) recognizes the importance of energy as an essential input for modern economies and social life. National Outcome #10 “Energy Security and Efficiency” represents the national thrust to effect the changes necessary to provide a secure and sustainable energy supply for the country. The NDP advances the creation of a modern, efficient, diversified and environmentally sustainable energy sector that provides affordable and accessible energy supplies and contributes to long-term energy security and international competitiveness of economic sectors. The sustainable development of the energy sector continues to be impacted by, inter alia, the dependence on import petroleum, inefficiencies in the electricity system and use of energy as well as the impacts on human health and the natural environment. Over the years, Jamaica has made progress in addressing these challenges as well as remaining responsive to external factors such as volatility in oil prices. The national strategic framework advances two main areas. These are “Energy Security” and “Energy Efficiency and Conservation”. With respect to energy security, Vision 2030 Jamaica aims to ensure that the country has adequate and affordable energy supplies to sustain economic performance and national development. Diversification of energy sources and suppliers is emphasized to increase energy security and improve cost efficiency. The medium term programme continues to give focus to ensuring an appropriate and integrated policy, legislative and institutional framework to increase both the share of alternatives and renewables in the energy mix as well as electricity generation. This will be underpinned by consideration for cost, efficiency, environmental sustainability, and clean technologies. Regarding “Energy Efficiency and Conservation”, attention is given to increasing the efficiency of the energy sector in the generation, transmission, and distribution of electricity, in the use of energy in the transport sector, and in the consumption of electricity by industrial, commercial, and residential consumers. For the medium-term, emphasis is placed on enhancing the use of clean technologies to drive the competitiveness of economic sectors as well as demand side management to promote public awareness and responsible energy use as well as employing energy saving devices. Use of market mechanisms also will be promoted, especially in the areas of net billing and net metering. 361 Medium Term Results and Policy-Driven Strategies and Development Programmes Table 10A below presents medium-term targets for “Energy Security and Efficiency” and selected data. The medium term performance is based on the extent to which the expected policy-driven results from strategic programming and implementation are achieved (see next table). Partners in development contribute to the achievement of the medium-term targets by aligning their planning to the strategies and programmes. Table 10A. Table of Indicators: National Outcome 10 – “Energy Security and Efficiency” National Outcome # 10 – Energy Security and Efficiency National Baseline Actual Targets Outcome 2007 2012 2015 2018 2019 2020 2021 2012 2015 2018 2021 2022 2023 2024 2030 Indicators Percentage of 5 8.9 8.6 7.6 11 12.5 12.5 12.5 12.5 20 renewables in energy mix Percentage of 5.2 12.1 12 13 15 15 30 renewables in electricity generation1 Net energy to 211819 the grid from 2540 1475 alternatives2 49 088 Energy 14,587 1031 10,4 1242 9359 6000 6000 6000 4422 Intensity 9 67 2 Index (EII) BTU/US$1 unit of output (Constant Year 2007 US$) The planned strategies and development programming for “Energy Security and Efficiency” are aligned with SDG 7. Figure 10A - Alignment of National Outcome 10 “Energy Security and Efficiency” and the SDGs Goal 7: Ensure access to affordable, reliable, sustainable and modern energy for all 362 Table 10B shows the national and sector strategies and aligned programming that will be implemented by government and other partners in development over the period FY 2021/22 – FY 2023/24 to advance “Energy Security and Efficiency” and aligned SDGs. Stakeholders are encouraged to align your planning to what is presented in the table. Table 10B. National Strategies and Medium-Term Policy-Driven Sector Strategies, Programmes and Results – “Energy Security and Efficiency” National Strategy 10-1: Diversify the Energy Supply National Strategy Outcome: Diversified Energy Supply Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date Development Area: Policy, Legislative, Regulatory, and Institutional frameworks supporting the Energy Sector Sector Strategy: Ensure an appropriate integrated policy, legislative, regulatory, and institutional framework to support Aligned SDG Targets: 7.1, 7.2, 7.3 the energy sector

1. Energy Policy 2009 2030 To create an Strengthe Strong policy, MSET Sufficient, Insufficient Administration appropriate ning of legislative, human, resources integrated Policy, regulatory, financial and available policy, legislative and technology within Main actions legislative, and institutional resources, and schedule include: regulatory, and regulatory framework capacities 363 National Strategy 10-1: Diversify the Energy Supply National Strategy Outcome: Diversified Energy Supply Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date i. Attract and institutional framewor for the # Of new 2 new Enabling Several advance framework to k for the energy sector investments investments in regulatory disposal sites investments in support the energy in the energy the energy environment are the energy energy sector sector sector sector by FY approaching sector advanced 23/24 Sufficient the end of (for greater levels infrastructure their useful of security and Extent To be stated in place to life. efficiency based investments facilitate on diversification focused on development Reduce the and greater energy percentage diversificatio Public/private of reliance on partnerships renewables) n/increasing uncollected proportion of support waste. renewables in development energy mix of the energy Limitations in engaged/ope sector resources for rationalized public High level of investment. private sector ii. Consolidate the %/Extent To be stated MSET interest in RE Reduced petroleum Completion developments. energy legislation of legislation demand treating Completion of resulting upstream and the relevant from downstream studies restrictions activities 364 National Strategy 10-1: Diversify the Energy Supply National Strategy Outcome: Diversified Energy Supply Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date The need to related to reduce the the COVID 19 level of pandemic iii. Develop and Extent National Energy MSET pollutants and implement the National Policy reviewed emissions Increased oil National Energy Energy Policy and updated arising from imports and Policy developed/im the use of inefficiencies plemented petroleum and in energy to ensure that use. iv. Develop and April March Extent Energy Energy from MSET petroleum Ability of the implement 2020 2030 from Waste Waste Policy products Grid to Energy from Policy completed available to accommodat Waste Policy developed/im consumers are e plemented of the highest intermittent v. Develop and August March Extent To be stated quality. renewable implement a 2021 2023 Renewable energy. Harmony Renewable Energy (RE) within the Wheeling Energy (RE) Policy electricity costs could Policy developed/im sector, and be a plemented continued prohibitive vi. Develop and Extent Electric Vehicle interests from factor. implement an Electric Policy private Electric Vehicle Vehicle Policy completed investors Not enough Policy entities with 365 National Strategy 10-1: Diversify the Energy Supply National Strategy Outcome: Diversified Energy Supply Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date developed/im decentralize plemented operations vii. Develop and Extent Implementation Insufficient implement strategic Plan advanced consensus strategic framework and framework for for collaboration electromobility electromobili among (Electric ty (Electric stakeholders Vehicles) Vehicles) developed/im plemented viii. Devel Extent Energy To be stated op Energy Resources Resources Planning Planning Studies to Studies to include an include an Integrated Integrated Energy Plan Energy Plan (IEP) (IEP), and developed/IE implement IEP P Plan implemented 366 National Strategy 10-1: Diversify the Energy Supply National Strategy Outcome: Diversified Energy Supply Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date ix. Develop and Extent 2nd 2nd Integrated implement 2nd Integrated Resource Plan Integrated Resource (IRP) developed Resource Plan Plan (IRP) (IRP) developed/im plemented x. Develop and Extent Energy Energy implement the Conservation Conservation Energy and Efficiency and Efficiency Conservation Policy Policy and Efficiency developed/im completed Policy plemented xi. Develop and Extent National implement a National Biofuels Policy National Biofuels developed by Biofuels Policy Policy 2023 developed/im plemented xii. Develop and Extent Net Billing implement Regulations Regulations for Net Billing completed developed/im plemented 367 National Strategy 10-1: Diversify the Energy Supply National Strategy Outcome: Diversified Energy Supply Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date Regulations for Net Billing41 xiii. Develop and Extent Power Wheeling implement Regulations Regulations Regulations for Power completed for Power Wheeling Wheeling42 developed/im plemented xiv. Develop and Extent To be stated implement Petroleum Petroleum (Downstream (Downstrea Activities) Bill m Activities) developed/im Bill43 plemented 41 To provide an appropriate regulatory framework for the development and connection of self-generators to the electricity grid 42 To prepare framework regulations governing the development and connection of self-generators that provide electricity to one or more locations 43 Comprehensive framework for governing the activities of the Petroleum Sector 368 National Strategy 10-1: Diversify the Energy Supply National Strategy Outcome: Diversified Energy Supply Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date xv. Develop and Extent Five Year implement the Electricity Act Review of the Electricity Act developed/im Electricity Act, plemented 201544 completed New Electricity Act developed (schedule to be stated) 44 A comprehensive review of the existing Electricity Act to consolidate and modernize the laws relating to the generation, transmission, distribution, supply, despatch and use of electricity 369 National Strategy 10-1: Diversify the Energy Supply National Strategy Outcome: Diversified Energy Supply Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date Development Area: Oil and Gas exploration Sector Strategy: Accelerate comprehensive oil and gas exploration programme Aligned SDG Targets: 7.1

2. Oil and Gas Create an Regulator Enabling MSET/ML Sufficient, Insufficient Exploration appropriate y environment GRD human, resources Programme regulatory framewor to support oil financial and available Main actions framework k and and gas technology within include: and business business exploration resources, and schedule environment environm capacities i. Expand oil and to support oil ent # Of blocks 6 Blocks gas and gas supportiv explored explored by Investors view exploration exploration e of oil 2025 Jamaica as an using 3D and and gas attractive Seismic development exploratio destination for exploration which n oil and gas techniques advances strengthe exploration sustainable ned An enabling economic regulatory development framework and energy security 370 National Strategy 10.1: Diversify the Energy Supply National Strategy Outcome: Energy Supply Diversified Development Programme Area(s) & Objective (s) Limited to April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- n Indicator (s) Programme Areas 2024 (000) Start End Date Date Development Area: Energy Supply Mix Diversification Sector Strategy: Develop energy diversification priorities in a timely manner based on cost, Aligned SDG Targets: 7.1, 7.2 efficiency, environmental considerations, and appropriate technologies.

3. Energy Supply 2009 2030 Develop the Generatio Diversified MSET Strong private Relative Mix electricity n capacity energy sector sector stability in Diversificatio sector’s from participation in the n medium- to renewabl the energy international Main actions long-term e sources sector, in the oil market include: plans and increased area of which schedule the Alternative sometimes i. Diversify the 2023 2025 next tranche of % 27% MSET energy to pose a threat energy supply power Renewables Renewables in include to alternative mix generation mix in energy energy Natural Gas energy to meet generation generation by and investments. Jamaica’s 2025 Renewable electricity Energy. needs 371 National Strategy Promote Energy Efficiency and Conservation National Strategy Outcome: Energy Efficiency and Conservation 10-2 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- on Indicator (s) Programme Areas 2024 (000) Start End Date Date Development Programme Area: Energy Efficiency and Conservation Sector Strategy: Develop and implement programmes to influence market behaviour to promote Aligned SDG Targets: 7.3, 7.b efficient use of energy.

4. Energy To provide Access to Enabling Extent to Public Sector MSET Sufficient Insufficient Management energy mechanis environment which electricity human, resources efficiency and ms and for efficiency energy consumption financial and available conservation tools and within the reduced by technology within opportunities promotin conservation public 2024 resulting resources, and schedule that will result g and in energy use sector is in cost savings. capacities in increased enabling reduced Legal, efficiencies energy regulatory Main actions include: and efficiency - and conservation and compliance i. Energy End Use 2022 2023 Extent survey Energy End Use risks Surveys45 in energy use conservati completed/ Survey and reduce on findings Completed Systems energy costs increased applied in damage energy sector owing to planning disaster 45 To investigate the changes in electricity load patterns and end use consumption allocations to support load forecasts for energy sector/supply planning 372 National Strategy Promote Energy Efficiency and Conservation National Strategy Outcome: Energy Efficiency and Conservation 10-2 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- on Indicator (s) Programme Areas 2024 (000) Start End Date Date ii. Implement Urban Extent Urban Urban Traffic MSET/ Traffic Traffic Management MEGJC Management Management System System46 System implemented by developed/im 2023 plemented Outcomes: - Reduction in travel time - Reduction in fuel usage Sector Strategy: Establish a framework for timely development, decision making and implementation of the least cost Aligned SDGs Targets: 7.b expansion plan (LCEP) for generation, transmission, and distribution of electricity

5. Electrification To support Improved Universal MSET/ML Sufficient Insufficient Services universal and access to access to GCD human, resources 46 To save travel time and reduce fuel consumption with a Central Control Intelligent Traffic System. 373 National Strategy Promote Energy Efficiency and Conservation National Strategy Outcome: Energy Efficiency and Conservation 10-2 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- on Indicator (s) Programme Areas 2024 (000) Start End Date Date Main actions safe access to electrifica safe and financial and available include: electricity tion reliable technology within through the services electricity resources, and schedule electrification services capacities of areas in the country that Enabling i. Expand and Extent (incl. 96% of MSET, regulatory Gaps in are without MLGD, JPS affordability improve % coverage households environment electricity and and and attitudes electrification and quality) provided with upholding partners Culture that towards services towards electricity electricity by electrical supports electricity the provision of services 2025 safety universal regulation universal access provided to standards in 35 Electrical regulated to safe and households keeping with inspectors access to secure electricity the Electricity licensed by electricity Act 2025 Electrification ii. Develop and Extent Rural Rural MLGCD services are implement the Electrification Electrification affordable Rural and House and House Electrification Wiring Wiring Programme Programme Programme developed/im implemented plemented (to be specified) 374 National Outcome #11 “A Technology- Enabled Society” Medium Term Strategic Policy Framework Overview National Outcome #11 “A Technology Enabled Society” is based on a shared vision of placing Jamaica firmly on the global map of excellence in “research and innovation” and its application for the benefit of the society. Vision 2030 Jamaica – National Development Plan (NDP) recognizes the fundamental role of science, technology, and innovation (ST&I) in advancing sustainable prosperity through economic development and the creation of wealth and employment, the design and commercialization of new products and services, and improvements in the quality of life for all citizens. Under Vision 2030 Jamaica, strategic focus has been given to strengthening the policy framework governing ST&I and deepening the application of science and technology (S&T) to benefit all aspects of national development and unleash the full creative potential of Jamaicans. To this end, Vision 2030 Jamaica aims to deepen the engagement of all sectors in using S&T and to value the role of innovation in delivering greater economic, social, and environmental benefits to the country. The path towards developing a technology enabled society faces a range of challenges, including low levels of investment in research and development, lack of a national innovation system, weak research and innovation culture, and gaps in intellectual property protections. The medium-term programme gives focus to addressing these challenges towards maximizing the contribution of S&T and laying the foundation for the long-term transition to a knowledge-based society and innovation-based economy. In fact, the national strategic framework is built on two key national strategies which reflect the sharp focus placed on systematically addressing the issues and challenges and building the appropriate structures for the long-term. The national strategies are:

1. Integrate Science and Technology in All Areas of Development. o This national strategy places emphasis on the importance of integrating S&T in all areas of development towards creating a knowledge-based economy and fostering economic growth and global competitiveness.

2. Establish A Dynamic and Responsive National Innovation System o This national strategy gives priority to advancing and developing an effective world-class National Innovation System (NIS) to contribute to the delivery of economic and social prosperity for our country. 375 The national strategies being pursued aim to ensure that the country’s ST&I capacity is adequately developed to enable the country to, among other things:

1. Make demonstrable progress in addressing health and nutrition problems, avoid and/or mitigate the impacts of natural disasters, embark on a path of sustainable poverty reduction, improve spatial planning, and safeguard fragile ecosystems, and improve the quality of daily life for the rural and urban poor.

2. Transform our economy into one that is based on the production of more knowledge- intensive, higher value-added goods and services... concentrating our efforts towards developing the higher forms of capital stock – human, knowledge, cultural, and institutional.

3. Raise productivity, wealth, and standards of living by developing new, competitive economic activities to serve local, regional, and global markets.

4. Develop appropriate R&D capacity to support technology-based economic growth and to address social, economic, and ecological problems specific to our country. Medium Term Results and Policy-Driven Strategies and Development Programmes Table 11A below presents medium-term targets for “A Technology Enabled Society” and selected data. The medium term performance is based on the extent to which the expected policy-driven results from strategic programming and implementation are achieved (see next table). Partners in development contribute to the achievement of the medium-term targets by aligning their planning to the strategies and programmes. Table 11A. Table of Indicators- National Outcome #11 - “A Technology Enabled Society” National Outcome # 11 – A Technology Enabled Society National Outcome Baseline Actual Targets Indicators 2007 2012 2015 2018 2019 2020 2021 2012 2015 2018 2021 2022 2023 2024 2030 # of scientific 48 38 32.2 85.1 ≥55 ≥62 ≥66 ≥66 ≥66 ≥66 ≥90 ≥105 publications/million population Resident Patent 2.2 9.2 2.6 10 5.2 3.7 5.6 ≥12 ≥18 ≥18 ≥66 ≥18 ≥18 ≥35 Filing/million ≥53 population Global Innovation 91 96 81 81 56 56 56 56 >50 Rank 376 The planned strategies and development programming for “A Technology Enabled Society” are aligned with SDG 9. Figure 11A - Alignment of National Outcome 11 “A Technology-Enabled Society” and the SDGs GOAL 9: Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation Table 11B shows the national and sector strategies and aligned programming that will be implemented by government and other partners in development over the period FY 2021/22 – FY 2023/24 to advance “A Technology Enabled Society” and aligned SDGs. Stakeholders are encouraged to align your planning to what is presented in the table. Table 11B. National Strategies and Medium-Term Policy-Driven Sector Strategies, Programmes and Results – “A Technology Enabled Society” National Strategy 11-1: Integrate Science and Technology in all areas of development National Strategy Outcome: Science and Technology integrated in all areas of development Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Science and Technology Sector Strategy: Create an effective policy and legislative framework to support and advance ST&I Aligned SDG Targets: 9.b, 377 National Strategy 11-1: Integrate Science and Technology in all areas of development National Strategy Outcome: Science and Technology integrated in all areas of development Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date

1. Programme— To create an Improved Culture of Sufficient Insufficient Science, effective policy policy and using science resources and resources Technology and legislative legislative and capacities – and and Innovation framework to Framewor technology in human, capacities – (ST&I) support and k that development financial, human, Development advance ST&I facilitates thought and technology financial, greater practice technology use of Initiatives are science, policy driven Insufficient technolog An enabling stakeholder y and policy Appropriate buy-in innovatio framework frameworks to n for that support economic facilitates strengthening growth greater use policy and of science, regulatory technology frameworks and Partnership innovation driven for economic planning and growth programming 378 National Strategy 11-1: Integrate Science and Technology in all areas of development National Strategy Outcome: Science and Technology integrated in all areas of development Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date 1.a. Sub- 2009 2030 To support Modern programme— policy creation legislation Science Policy and legal and s and and Regulatory regulatory effective Framework framework to Policies promote the modernization of the S&T sector Main actions include: i. Develop and Extent policy 100% policy MSET & implement the developed completed NCST National ST&I and/or Policy to 2030 implemented 10% implemented ii. Conduct a full Extent 100% MSET/ resource audit resource completed NCST and gap audit and gap analysis of the analysis of ST&I landscape the ST&I landscape / findings 379 National Strategy 11-1: Integrate Science and Technology in all areas of development National Strategy Outcome: Science and Technology integrated in all areas of development Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date applied in policy and planning iii. Establish a Extent 50% MSET/ national national SRC/ coordinating coordinating ICENS mechanism to mechanism facilitate developed planning and policy implementati on towards optimal use of infrastructure and resources, maximizing the value and benefits of intellectual property (IP) iv. Formulate Extent 50% MSET and National implement Monitoring the National and Monitoring Evaluation 380 National Strategy 11-1: Integrate Science and Technology in all areas of development National Strategy Outcome: Science and Technology integrated in all areas of development Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date and System Evaluation developed/ System implemented Sector Strategy: Build capacity for effective science and technology education Aligned SDG Targets: 9.5, 9.c

2. Planning, 2030 To build Access to Effective Sufficient Insufficient Innovation and capacity for demand- science and resources and resources Popularisation effective driven technology capacities – and science and science education human, capacities – technology and financial, human, Main actions education technolog technology financial, include: y technology education There is i. Improve increased # Of schools FY21/22— >124 SRC stakeholder Insufficient awareness and programmesi interest in stakeholder capacity in mplemented investing in buy-in Science, FY22/23— >150 and applying Technology, STI Engineering and Math (STEM) in Effective educational FY23/24— >190 change institutions management 381 National Strategy 11-1: Integrate Science and Technology in all areas of development National Strategy Outcome: Science and Technology integrated in all areas of development Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Sector Strategy: Build strong linkages and create a two-way transfer of knowledge between research in tertiary Aligned SDG Targets: 9.b, 9.c, 9.5 institutions and the marketplace

3. Linkages and 2030 To build strong Mechanis Strong Sufficient Insufficient Knowledge linkages and ms Linkages and resources and resources Transfer create a two- develope culture of capacities – and way transfer of d for two-way human, capacities – Main actions knowledge creating a knowledge financial, human, include: between two-way transfer technology financial, research in transfer between technology i. Establish tertiary of research in Extent 10% MSET, SRC, There is institutional institutions knowledg tertiary partnerships/ NCST, sufficient Insufficient frameworks for and the e institutions bodies ICENS support for stakeholder building marketplace between and the developed/ developing a buy-in knowledge research marketplace operationaliz research and based in tertiary ed to link knowledge partnerships institution research in culture and promoting s and the tertiary collaboration marketpla institutions Effective between ce with market change tertiary needs management institutions and market leaders/private sector 382 National Strategy 11-1: Integrate Science and Technology in all areas of development National Strategy Outcome: Science and Technology integrated in all areas of development Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date ii. Develop Extent 100% - Platform digital/electroni digital/electr Implemented c platforms, onic registries, and platforms and other tools to registries facilitate open developed/im access to plemented data/statistics and information on research in tertiary institutions and labour market needs Sector Strategy: Commercialize research and innovation Aligned SDG Targets: 9.5, 9.b

4. Commercializat To Access to Commercializ Sufficient Insufficient ion of research commercialize framewor ed research resources and resources and innovation research and ks and and capacities – and innovation mechanis innovation human, capacities – ms to financial, human, Main actions support technology financial, include: commerci technology 383 National Strategy 11-1: Integrate Science and Technology in all areas of development National Strategy Outcome: Science and Technology integrated in all areas of development Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date i. Develop and alization Extent To be stated SRC Enabling implement a of structured regulatory and Insufficient structured research programme institutional stakeholder programme or and /mechanism framework buy-in mechanism for innovatio for commercializin n commercializi Stakeholder g increased ng and investor innovations/pil innovations/p interest and ot projects ilot projects capacity to related to related to support energy energy commercializat conservation conservation ion of research developed/im and innovation plemented ii. Develop an Extent To be stated SRC Effective appropriate framework to change framework to support the management support the sustainable sustainable utilization of utilization of STI STI to fully to fully exploit exploit the the value and value and benefits of benefits of natural and natural and genetic genetic resources resources developed/im plemented 384 National Strategy 11-1: Integrate Science and Technology in all areas of development National Strategy Outcome: Science and Technology integrated in all areas of development Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date iii. Develop a Extent 100% NCST/ framework for framework SRC the for coordination and coordinating standardization and of the National standardizing Nutraceutical National Industry (NNI) Nutraceutical in Jamaica. Industry (NNI) developed/im plemented 4.a. Product To support the Multi- New and Research and country’s disciplinar improved Development efforts to y R&D products resolve critical research socio- increased a. Support economic # Of new To be stated SRC MSMEs challenges products in through developed capacity integrated and introduced in 385 National Strategy 11-1: Integrate Science and Technology in all areas of development National Strategy Outcome: Science and Technology integrated in all areas of development Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date building, multidiiplinary market product R&D annually develop ment and # Of MSMEs - FY21/22-350 accrediti - FY22/23-400 ng analytical Assisted - FY23/24-450 services annually 47 47 Increased compliance of MSMEs to food safety, health and environmental regulatory standards 386 National Strategy 11-2: Establish a Dynamic and Responsive National Innovation National Strategy Outcome: A Dynamic and Responsive National Innovation System System Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: National Innovation System Sector Strategy: Strengthen the national research, development and innovation system to facilitate knowledge-based Aligned SDG Targets: 9.b development

5. Planning, To strengthen Access to Strong Outcome: # 50 NCST, SRC Sufficient Insufficient Innovation and the national research national of patents resources and resources Popularisation research, and research, registered capacities – available development, mechanis development locally by human, within and innovation m and and innovators financial, schedule system to tools for innovation technology Main actions facilitate developm system Insufficient include: knowledge- ent and facilitating Enabling stakeholder i. Conduct a based innovatio culture of Extent review 10% MSET, environment buy-in comprehensive development n knowledge- of legislation NCST for review of increased based and strengthening legislation and development regulations the regulatory regulations completed/ and governing all findings institutional agencies within applied in framework the innovation policy and and promoting system planning adherence National ii. Establish an Extent ST&I 100% NCST/ MSET interest in ST&I database database/info completion advancing STI and information rmation as key tenet of sharing sharing mechanisms for mechanisms 387 National Strategy 11-2: Establish a Dynamic and Responsive National Innovation National Strategy Outcome: A Dynamic and Responsive National Innovation System System Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date decision making developed/im national processes plemented development (UNESCO- GoSPIN) Effective iii.Popularise ST&I % Change in 20% increase NCST, change / Sensitize public MSET management Audiences on engagement SRC ST&I activities (through mass media, seminars, conferences) # Of targeted 60 public education initiatives and engagements iv.Stimulate and # Of youth 50 NCST, SRC encourage participating innovation in innovation competitions 388 National Strategy 11-2: Establish a Dynamic and Responsive National Innovation National Strategy Outcome: A Dynamic and Responsive National Innovation System System Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date among # Of 50 Jamaican Youth innovators exposed to capacity building activities v.Rationalize GOJ Extent Strategic review NCST Laboratories programme of GOJ Labs to rationalize completed – GOJ 100% laboratories >35 GOJ developed/im Scientific plemented Laboratories rationalized (schedule to be stated) 389 National Outcome #12 “Internationally Competitive Industry Structures” Medium Term Strategic Policy Framework Overview National Outcome #12 “Internationally Competitive Industry Structures” addresses developing the competitiveness of existing industry structures and creating an enabling environment for translating innovation, discovery and creativity into new industries that capitalize on Jamaica’s comparative advantage towards global competitiveness. Under this national outcome, focus is given to developing the microeconomic conditions to increase the productivity of the country’s economic enterprises of all sizes and across sectors. This thrust is premised on the recognition that the creation of wealth is linked to the efficient production of valuable goods and services. The foundation for the creation of wealth is built on, among other things, a stable macroeconomy, an enabling business environment, strong economic infrastructure and energy security and efficiency. This connection highlights the importance of an integrated approach to achieve sustainable economic growth and development. Under this outcome, the national strategic framework centers on the cross-cutting factors that drive increased and sustained international competitiveness. These include the availability of inputs and support services, the development of economic linkages and clusters, the promotion of eco-efficiency and investment in the emerging green economy as well as conditions which compel productivity. Strategic focus is also given to developing and maintaining an effective regulatory framework for competition. Emphasis is placed on strengthening legislation and institutions to promote fair market competition; developing trade regimes that allow fair access to domestic and export markets; and ensuring an appropriate role of the government in regulating private sector economic activities. As the country continues its transition towards an innovation-based economy, transforming the levels of sophistication of enterprises is among the main policy priorities. This includes employing global best practices in management, technology and production towards creating competitive products and services that are situated at the higher levels of demand and pricing in global value chains. Vision 2030 Jamaica also embraces eco-efficiency and the greening of the economy, encouraging companies to simultaneously increase their profitability and efficiency while being environmentally and socially responsible. 390 While there has been notable progress over the years the international competitiveness of Jamaican enterprises continues to be impacted by several issues and challenges. These include weaknesses in sectoral linkages, and insufficient focus on customer service and controlling the channels of international distribution. The medium-term strategies and programming advance efforts to develop the microeconomic conditions for competitiveness by advancing the application of standards and developing the national quality infrastructure. Emphasis will also be placed on efforts to drive demand-side efficiency and equity within the domestic market through efforts to spur inter- firm rivalry and create the conditions for more balanced market relationships between economic actors. Specifically, emphasis will be placed on strengthening the policy, legislative and regulatory framework, export capacity, and strategic regional and global partnerships. Other prioritized areas include developing and encouraging high-quality standards, promoting green jobs and ecoefficiency and good environmental practices. Medium Term Results and Policy-Driven Strategies and Development Programmes Table 12A below presents medium-term targets for “Internationally Competitive Industry Structures” and selected data. The medium term performance is based on the extent to which the expected policy-driven results from strategic programming and implementation are achieved (see next table). Partners in development contribute to the achievement of the medium-term targets by aligning their planning to the strategies and programmes. Table 12A. Table of Indicators- National Outcome #12 - “Internationally Competitive Industry Structures” National Outcome # 12 – Internationally Competitive Industry Structures: Services National Baseline Actual Targets Outcome 2007 2012 2015 2018 2019 2020 2021 2012 2015 2018 2021 2022 2023 2024 2030 Indicators Percentage 0.029 0.021 0.02 0.02 0.02 0.02 0.035 0.026 0.027 0.031 0.031 0.031 0.031 0.032 share of global GDP based on PPPs Travel and 48 NA 76 76 54 48 58 58 58 58 35 Tourism Competitiveness Index 391 The planned strategies and development programming for “Internationally Competitive Industry Structures” are aligned with SDGs 8, 10, 12 and 17. Figure 12A - Alignment of National Outcome 12 “Internationally Competitive Industry Structures” and the SDGs GOAL 8: Promote sustained and GOAL10: Reduce inclusive economic inequality within growth, full and and among productive countries employment and decent work for all GOAL 17: Strengthen GOAL 12: Ensure the means of sustainable implementation and consumption and revitalize the global production patterns partnership for sustainable development Table 12B shows the national and sector strategies and aligned programming that will be implemented by government and other partners in development over the period FY 2021/22 – FY 2023/24 to advance “Internationally Competitive Industry Structures” and aligned SDGs. Stakeholders are encouraged to align your planning to what is presented in the table. 392 Table 12B. National Strategies and Medium-Term Policy-Driven Sector Strategies, Programmes and Results – “Internationally Competitive Industry Structures” National Strategy 12-1: Develop company sophistication and productivity National Strategy Outcome: Sophisticated and productive companies Development Programme & Objective April 2021-March 2024 Schedule/Duration (s) Development Results Respon Estima Assumptions Risks/Limitat sible ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/i Costs Programmes/Sub- n Indicator (s) 2024 (FY 23/24) es (000) Programmes Start End Areas Date Date Development Programme Area: Company sophistication and productivity Sector Strategy: Develop and promote high-quality standards for globally competitive products and services Aligned SDG Targets: 8.2

1. Strengthen the To develop Frameworks, Strong MIIC, Sufficient Insufficient National and processes, National - BSJ resources and resources Quality promote and Quality capacities – and Infrastructure high-quality programmes Infrastructur human, capacities – towards a standards of the e for globally financial, human, Standards-led, for globally National competitive technology financial, Market-driven competitive Quality products and technology economy products Infrastructur services The regulatory and services e developed and Insufficient Main actions institutional stakeholder include: frameworks capacity/buy are relevant -in to meet i. Develop and Extent National Quality and agile regulatory implement National Policy developed standards National Quality Quality Policy and promulgation Stakeholder Policy developed/op Implementation capacity erationalized of National developed to Quality Policy meet commenced 393 National Strategy 12-1: Develop company sophistication and productivity National Strategy Outcome: Sophisticated and productive companies Development Programme & Objective April 2021-March 2024 Schedule/Duration (s) Development Results Respon Estima Assumptions Risks/Limitat sible ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/i Costs Programmes/Sub- n Indicator (s) 2024 (FY 23/24) es (000) Programmes Start End Areas Date Date ii. Develop the Extent Legislative regulatory regulatory regulatory framework for the requirements framework for framework for operation of Regulations National NCRA NCRA are Compliance developed/op developed enforceable Regulatory erationalized Authority Change (NCRA) management implemented iii. Develop and Extent Laboratories JANAA implement the Standards accredited C, BSJ, Stakeholder Standards Accreditation Support provided NCBJ buy-in and Accreditation and to Exporters in compliance and Certification meeting Certification programme requirements of programme developed/im the USFSMA, plemented HACCP and ISO standards iv. Build the Extent Access to capacities of capacity of Information on testing testing international laboratories of laboratories standards and agencies of agencies technical involved in the involved in requirements in 394 National Strategy 12-1: Develop company sophistication and productivity National Strategy Outcome: Sophisticated and productive companies Development Programme & Objective April 2021-March 2024 Schedule/Duration (s) Development Results Respon Estima Assumptions Risks/Limitat sible ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/i Costs Programmes/Sub- n Indicator (s) 2024 (FY 23/24) es (000) Programmes Start End Areas Date Date export of the export of the public sector agricultural and agricultural increased agro- processed and agro- products to the processed Sensitization of EU markets products to and dialogue with the EU the private sector markets built on Technical to meet Barriers to Trade market (TBT) and Sanitary standards Phyto Sanitary (SPS) issues promoted v. Strengthen the Extent Quality # Of inspections NCRA, Quality Compliance conducted food BSJ Compliance Programme (registrations Programme implemented assessments routine sampling) ports of entry, site domestic market non-food processors LPG Filling plants # Of weighting and measuring 395 National Strategy 12-1: Develop company sophistication and productivity National Strategy Outcome: Sophisticated and productive companies Development Programme & Objective April 2021-March 2024 Schedule/Duration (s) Development Results Respon Estima Assumptions Risks/Limitat sible ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/i Costs Programmes/Sub- n Indicator (s) 2024 (FY 23/24) es (000) Programmes Start End Areas Date Date devices verified for accuracy # Of sampling completed (food establishments, ports of entry, site domestic market non-food processors, gas stations) Sector Strategy: Identify and strengthen export capacity in targeted areas Aligned SDGs Targets: 8.1, 17.11

2. Trade 2009 2030 To foster an Framework Strong MIIC Sufficient Insufficient Promotion and enabling for building export resources and resources Development environmen export capacity of capacities – and t for capacity of local human, capacities – Main actions commerce local manufacture financial, human, include: and trade manufacture rs and technology financial, i. Strengthen the (export) r and exporters Outcome Indicators: technology export through exporters # Of 640 businesses The regulatory capabilities of advocacy strengthened businesses involved in and Insufficient small and and involved in exporting goods institutional stakeholder medium sized investment exporting and services by frameworks capacity/buy enterprises to promotion goods and FY 2023/24 are relevant -in services and agile 396 National Strategy 12-1: Develop company sophistication and productivity National Strategy Outcome: Sophisticated and productive companies Development Programme & Objective April 2021-March 2024 Schedule/Duration (s) Development Results Respon Estima Assumptions Risks/Limitat sible ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/i Costs Programmes/Sub- n Indicator (s) 2024 (FY 23/24) es (000) Programmes Start End Areas Date Date enter the global % Change in 8% Disruptions business arena number and growth/increase Macro- owing to the value of goods in total exports economic COVID-19 traded. conditions and pandemic Implement Outcome Indicator: business and/or other investment % Change in To be stated environment is shocks strategies foreign direct stable and designed to create investment attractive to awareness of FDI Jamaican products Output Indicator: and services Systems are in among potential place to local, regional and Extent To be stated support export foreign investors strategies for readiness, and to increase foreign direct promoting market access investment in the foreign direct and marketing Jamaican investment of goods and economy. and developed/im services services for export plemented Sufficient capacity to manage risks associated with new 397 National Strategy 12-1: Develop company sophistication and productivity National Strategy Outcome: Sophisticated and productive companies Development Programme & Objective April 2021-March 2024 Schedule/Duration (s) Development Results Respon Estima Assumptions Risks/Limitat sible ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/i Costs Programmes/Sub- n Indicator (s) 2024 (FY 23/24) es (000) Programmes Start End Areas Date Date waves of the COVID-19 pandemic ii. Develop To be stated To be stated actionable initiatives to lay out to exporters in efforts to influence significant growth of the export sector 398 National Strategy 12-1: Develop company sophistication and productivity National Strategy Outcome: Sophisticated and productive companies Development Programme & Objective April 2021-March 2024 Schedule/Duration (s) Development Results Respon Estima Assumptions Risks/Limitat sible ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/i Costs Programmes/Sub- n Indicator (s) 2024 (FY 23/24) es (000) Programmes Start End Areas Date Date iii. Identify To be stated To be stated potential/ target markets for Jamaican products regionally and extra regionally National Strategy 12-4: Enhance the framework for competition among enterprises National Strategy Outcome: Strong framework for competition among enterprises Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Programme Area: Fair Trade Sector Strategy: Strengthen the regulatory and institutional framework for fair trading practices Aligned SDG Targets: 10.a 399 National Strategy 12-4: Enhance the framework for competition among enterprises National Strategy Outcome: Strong framework for competition among enterprises Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date

3. Framework for To strengthen Regulator Strong MIIC Sufficient Insufficient competition the regulatory y regulatory resources and resources among and framewor and capacities – and enterprises institutional k for fair institutional human, capacities – Main actions framework for trading framework financial, human, include: fair trading practices for fair trade technology financial, i. Develop a practices improved Extent to Draft Policy for MIIC, CAC technology Consumer which consumer The regulatory Protection consumer protection and Insufficient Policy protection completed institutional stakeholder policy is frameworks capacity/buy- developed are relevant in to meet ii. To strengthen Extent Critical Divisions and agile regulatory the capacity of regulatory and Entities standards the portfolio capacity of restructured Stakeholder ministry MIIC and its capacity (Ministry of entities developed to Industry, developed/op meet Investment and erationalized regulatory Commerce requirements Sub-Indicators and Targets (MIIC) with % Of Merger of the responsibility Regulations Consumer Consumer for investment, are Affairs Affairs commerce and enforceable Commission Commission trade and its and Fair- and Fair-Trade 400 National Strategy 12-4: Enhance the framework for competition among enterprises National Strategy Outcome: Strong framework for competition among enterprises Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date entities to Trade Commission Change regulate fair Commission completed management trade and CAC/FTC implemented competition merger completed Stakeholder buy-in and compliance National Strategy 12-5: Promote Eco-efficiency and the Green Economy National Strategy Outcome: An Eco-efficient and Green Economy Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Programme Area: Eco-efficiency and the Green Economy Sector Strategy: Promote green jobs and industries Aligned SDG Targets: 12.1, 12.2, 12.5, 12.6

4. Green jobs and To Promote Regulator Green jobs MEGJC Sufficient Insufficient industries green jobs and y and resources and resources industries framewor industries capacities – and 401 National Strategy 12-5: Promote Eco-efficiency and the Green Economy National Strategy Outcome: An Eco-efficient and Green Economy Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Main actions k and human, capacities – include: program financial, human, mes technology financial, i. Develop a promotin Extent To be stated technology comprehensiv g green programme The regulatory e programme jobs and (projects) and Insufficient and a industries aligned with institutional stakeholder portfolio of strengthe investment frameworks capacity/buy- projects in ned priorities of are relevant in to meet line with the GCF and agile regulatory investment developed/im standards priorities of plemented Stakeholder the Green capacity Insufficient Climate Fund developed to change (GCF) meet management regulatory ii. Finalize and Extent Green The Green MEGJC requirements/ Implement Economy Economy changes in the Green Investment Investment operations to Economy48 Strategy Strategy 48 Towards creating an enabling environment to stimulate and generate green investments. 402 National Strategy 12-5: Promote Eco-efficiency and the Green Economy National Strategy Outcome: An Eco-efficient and Green Economy Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Investment developed/o approved by meet eco- Strategy perationalize Cabinet efficiency and d environmental iii.Prepare a Extent To be stated MEGJC sustainability sustainable sustainable standards consumption consumption and production and Change strategy and production management action plan strategy and implemented action plan developed/im plemented 403 National Outcome #12 “Internationally Competitive Industry Structures-Agriculture” Medium Term Strategic Policy Framework Overview National Outcome #12 “Internationally Competitive Industry Structures—Agriculture represents the national thrust to advance the dynamic transformation of the agriculture sector. Vision 2030 Jamaica recognizes the importance of the industry for sustainable development that is interwoven across the economic, social, and environmental areas. The agriculture sector contributes and drives economic growth and development, employment, foreign exchange earnings, rural life, environmental sustainability, and food security. Its impact also extends to the area of health, including nutrition, and healthy lifestyles. Under this outcome, focus is given to the development of the agriculture sector towards increasing international competitiveness. The industry has been impacted by several factors which have inhibited sustained and inclusive growth. Over the years, the performance of the industry has been impacted by inter alia: - the vulnerability of the sector to adverse weather conditions, which continues be exacerbated by climate change - Inadequate infrastructure and equipment support services including the development and maintenance of farming and fishing feeder roads; irrigation works; packaging and storage facilities - Limited access to resources necessary to increase production and productivity by women and youth - A high incidence of larceny in crops and livestock and illegal, unreported, and unregulated (IUU) fishing - Threats to the long-term development of Jamaica’s marine fisheries, including over- harvesting, habitat destruction and pollution, and incursions by fishing vessels from other countries. Since the start of plan implementation, progress has been made in addressing some of the structural impediments affecting the sector. These efforts have however been counterbalanced by external factors such as the global financial and economic crisis and the Covid-19 pandemic. The global financial and economic crisis, which began in 2007 occurred amid plan development and called for necessary adjustment to priorities to ensure that the country was positioned to respond to the immediate to 404 long-term impacts of the crisis. The covid-19 pandemic started in the middle of the implementation of the fourth MTF (2018-2021). Both the crisis and pandemic has disrupted plan implementation, calling for agility in policy responsiveness and good stewardship of national planning and implementation. The medium-term strategies and programming advance continued focus on a research-oriented, technological, market-driven and private sector led revolution, which revitalizes rural communities, creates strong linkages with other sectors and emphatically repositions the sector in the national economy to focus on the production of high value commodities and contribute to national food security. Medium Term Results and Policy-Driven Strategies and Development Programmes Table 12C presents the medium term targets that represent the national level outcomes to be realized. The medium term performance is based on achievement of the results from implementation of the policy-driven national and sector development strategies and programming (see next table). Partners in development contribute to the achievement of the medium term targets by aligning their planning to the strategies and programmes. Table 12C. Table of Indicators- National Outcome #12 - “Internationally Competitive Industry: Agriculture” National Outcome # 12 – Internationally Competitive Industry Structures: Agriculture National Baseline Actual Targets Outcome Indicators 2007 2012 2015 2018 2019 2020 2021 2012 2015 2018 2021 2022 2023 2024 2030 Agriculture 100 119.8 116.6 132.4 133.4 131.7 141.2 124.6 132.2 135.1 138.3 138.3 138.3 138.3 176.4 Production Index 405 The planned strategies and development programming for “Internationally Competitive Industry Structures - Agriculture” are aligned with SDGs 2, 6, 8, 13 and 14. Figure 12B - Alignment of National Outcome #12 “Internationally Competitive Industry Structure: Agriculture” and the SDGs SDG 2: End hunger, SDG 6: Ensure achieve food availability and security and sustainable improved nutrition management of and promote water and sustainable sanitation for all agriculture SDG 8: Promote SDG 13: Take sustained, inclusive urgent action to and sustainable combat climate economic growth, change and its full and productive impacts employment and decent work for all. SDG 14: Conserve and sustainably use the oceans, seas and marine resources for sustainable development The table 12D shows the National and Sector Strategies to advance Jamaica’s development towards its 2030 goals and the SDGs and main policy-driven programming that will be implemented by government and other partners in development. Align your planning to the strategies and programming and you will be aligning your efforts to government’s agenda for development. 406 Table 12D. National Strategies and Medium-Term Policy-Driven Sector Strategies, Programmes and Results – “Internationally Competitive Industry Structures: Agriculture” Sector Strategy: Create an enabling environment for agriculture research and development Sector Strategy Outcome: Enabling environment for agriculture research and development Aligned SDG Targets: : 2.5, 2.a Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsib Estima Assumptions Risks/Limit le ted ations Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- n Indicator (s) 2024 (FY 23/24) (000) Programme Start End Areas Date Date Development Programme Area: Agriculture Research and Development

1. Agriculture 2009 2030 To increase Increased Strong Sufficient, Insufficient Research and capacity for animal agriculture human, resources Development agricultural genetic research financial and research and and institutions technology Insufficient development forage and resources, and stakeholder towards the resources, programmes capacities buy-in and creation of new increased change Main actions technologies, availabilit Readily Sufficient manageme include: and improved y of available stakeholder nt climate modern animal buy-in and resilience, agricultur genetic application of Disasters production, and al tools, material and products from and other productivity increased fodder research and shocks i. Livestock dissemina resources for Change in Cost of MOAF, development impact Research tion and farmers cost of production for RADA, agricultural usage of production select produce JDDB Effective hazard research a. Enhance research Agricultural for select and livestock risk reduction and livestock findings practices produce and decreased and climate productive (including from adapted in livestock resilience capacity 407 Sector Strategy: Create an enabling environment for agriculture research and development Sector Strategy Outcome: Enabling environment for agriculture research and development Aligned SDG Targets: : 2.5, 2.a Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsib Estima Assumptions Risks/Limit le ted ations Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- n Indicator (s) 2024 (FY 23/24) (000) Programme Start End Areas Date Date Fisheries) agricultur the Jamaican Availability of Availability of research al farming livestock quality and research community genetic breeding stock conservatio institution based on resources and fodder to n of animal s to the sound and fodder to farmers genetic wider research farmers increased resources public; including improvem Change in the The number of through ent in number of research improved research meaningful publications coordinatio programm research increased n and es work collaboratio published n with industry Extent to Climate- stakeholder which resilient fodder s and NGOs climate- varieties resilient developed fodder varieties developed 408 Sector Strategy: Create an enabling environment for agriculture research and development Sector Strategy Outcome: Enabling environment for agriculture research and development Aligned SDG Targets: : 2.5, 2.a Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsib Estima Assumptions Risks/Limit le ted ations Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- n Indicator (s) 2024 (FY 23/24) (000) Programme Start End Areas Date Date ii. Soil Fertility Oct 2025 To create and Overall Integrated Extent to An information MOAF/ Sufficient, Disasters Mapping 2021 develop a performa management which Soil system and soil ALMD/ human, and other Project comprehensive nce in of soils for Fertility databases fully R&DD financial and shocks web –based soil crop durable Mapping designed and technology impact database productio increase in Project developed resources, and agricultural n productivity completed capacities research To train improved and quality of Fertilizer and technical staff agricultural recommendatio productive in ALMD, RADA Soil products. ns for crops capacity to use database resources fully developed to assist in crop protected Optimizing Fertilizer Lack of selection and and farmer’s programmes trained fertilizer maintaine profits and developed and personnel recommendatio d enhancing operational with basic ns farming Geo-referenced requiremen efficiency soil fertility ts in Soil To complete while information Science, GIS experimental maintaining system for the and land trials for good country use 409 Sector Strategy: Create an enabling environment for agriculture research and development Sector Strategy Outcome: Enabling environment for agriculture research and development Aligned SDG Targets: : 2.5, 2.a Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsib Estima Assumptions Risks/Limit le ted ations Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- n Indicator (s) 2024 (FY 23/24) (000) Programme Start End Areas Date Date selected crops environment Human and planning to to determine al technical participate fertilizer regime stewardship. capacity of in the farmers, proposed extension training officers and workshops researchers in soil information and fertility monitoring and management, enhanced 410 Sector Strategy: Create an enabling environment for agriculture research and development Sector Strategy Outcome: Enabling environment for agriculture research and development Aligned SDG Targets: : 2.5, 2.a Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsib Estima Assumptions Risks/Limit le ted ations Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- n Indicator (s) 2024 (FY 23/24) (000) Programme Start End Areas Date Date iii. Rehabilitation Oct Sep To increase Rehabilita Select Rehabilitatio Activities MoAF/ Sufficient, Disasters of Research 2019 2022 capacity for tion of facilities: n of Research completed up R&DD human, and other Centres: Phase agricultural selected Bodles, Centers to 2022: financial and shocks I research and facilities Montpelier, Phase I Phase I of technology impact development at the Orange River, completed Research resources, and agricultural towards the Bodles Hounslow for Bodles Centre capacities research creation of new Research and Top Research Completed: and technologies, Station Mountain Station 1. Small productive and improved Research ruminant capacity climate Stations house 100% completed resilience, Rehabilitated

2. Installation production, and of Pond productivity Liner at Fruit Tree Nursery completed

3. Water storage tank procured and installed

4. Renovation of Milk testing Laboratory

5. Construction of Calf Pen 411 Sector Strategy: Create an enabling environment for agriculture research and development Sector Strategy Outcome: Enabling environment for agriculture research and development Aligned SDG Targets: : 2.5, 2.a Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsib Estima Assumptions Risks/Limit le ted ations Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- n Indicator (s) 2024 (FY 23/24) (000) Programme Start End Areas Date Date

6. Construction of Bio- digester for dairy 412 Sector Strategy: Create an enabling environment for agriculture research and development Sector Strategy Outcome: Enabling environment for agriculture research and development Aligned SDG Targets: : 2.5, 2.a Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsib Estima Assumptions Risks/Limit le ted ations Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- n Indicator (s) 2024 (FY 23/24) (000) Programme Start End Areas Date Date iv. Rehabilitation Oct Oct To increase Rehabilita % Rehabilitation MoAF/ Sufficient, Disasters of Research 2023 2026 capacity for tion of Rehabilitatio of Research R&DD human, and other Centres: agricultural selected n of Research Centre Phase II financial and shocks Phase II research and facilities Centres Commenced for technology impact development at Orange Phase II Montpelier resources, and agricultural towards the River implemented Research capacities research creation of new Research Station, and technologies, Station, Hounslow productive and improved Montpelie Research capacity climate r Research Station, Top resilience, Station, Mountain and production, and Hounslow Orange River productivity Research Research Station, Station Top Mountain Pasture renovation (Montpelier and Hounslow) Irrigation paraphernalia - Orange River, 413 Sector Strategy: Create an enabling environment for agriculture research and development Sector Strategy Outcome: Enabling environment for agriculture research and development Aligned SDG Targets: : 2.5, 2.a Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsib Estima Assumptions Risks/Limit le ted ations Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- n Indicator (s) 2024 (FY 23/24) (000) Programme Start End Areas Date Date Hounslow completed Construction of Perimeter Wall 414 Sector Strategy: Strengthen the framework for greater competitiveness of a diversified Sector Strategy Outcome: Competitive Agro-Industries range of agricultural products and increase agricultural output particularly of crops, Aligned SDG Targets: 2.3, 2.5, 8.1 livestock and aquaculture Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimat Assumptions Risks/Limit ble ed ations Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ie Costs Programmes/Sub n Indicator (s) 2024 (FY s (000) -Programmes Start End 23/24) Areas Date Date Development Area: Agro-Industries Development

2. Agro- 2009 2030 To ensure National Increase Sufficient Insufficient Industries National Food Food production of resources – resources Development and Nutrition Security functional human, available Security Council foods financial and within Main actions (NFSC) est. technology schedule include: Reduce Agribusines dependency i.Agri-Business 2022 2026 on imported % increase in 20% MoAF/ s Sector Strategy select AIC Intelligence food produce Unit est. and products produce % reduction 5% in import bill # and type of 2- NFSC and systems Agribusiness established Intelligence for Unit Agribusiness sector 415 Sector Strategy: Strengthen the framework for greater competitiveness of a diversified Sector Strategy Outcome: Competitive Agro-Industries range of agricultural products and increase agricultural output particularly of crops, Aligned SDG Targets: 2.3, 2.5, 8.1 livestock and aquaculture Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimat Assumptions Risks/Limit ble ed ations Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ie Costs Programmes/Sub n Indicator (s) 2024 (FY s (000) -Programmes Start End 23/24) Areas Date Date To implement Farmgate Real-time # of MOUs At least 10 a Farmer price index marketing/ag formed with MOUs with Centric for priority ricultural farmers/ farmers/farmer farmer groups Ecosystem crops est. research groups, and research information research and/or One stop system educational and/or web-portal accessible to institutions educational est. farmers institution Agribusiness Transformation Team est. One stop portal information service est. To establish Orchards Increased Hectares of 1000 acre of MoAF/ Yields will not Flooding, and under agro-exports orchard of mango AIC be realized high operationalize Climate select crops orchards in the until incidents of d business Smart established Mango Agro 2025/2026 fruitfly in models for Centralized Park mangoes sustain rural Services Duff House established leading to economy (CSCS) Agro-Park export ban Model rehabilitated 416 Sector Strategy: Strengthen the framework for greater competitiveness of a diversified Sector Strategy Outcome: Competitive Agro-Industries range of agricultural products and increase agricultural output particularly of crops, Aligned SDG Targets: 2.3, 2.5, 8.1 livestock and aquaculture Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimat Assumptions Risks/Limit ble ed ations Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ie Costs Programmes/Sub n Indicator (s) 2024 (FY s (000) -Programmes Start End 23/24) Areas Date Date # of additional facilities added to transform Agro-parks to CSCS model # Of Public- Private partnership formed $ amount garnered from international partners for piloting CSCS model 417 Sector Strategy: Strengthen the framework for greater competitiveness of a diversified Sector Strategy Outcome: Competitive Agro-Industries range of agricultural products and increase agricultural output particularly of crops, Aligned SDG Targets: 2.3, 2.5, 8.1 livestock and aquaculture Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimat Assumptions Risks/Limit ble ed ations Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ie Costs Programmes/Sub n Indicator (s) 2024 (FY s (000) -Programmes Start End 23/24) Areas Date Date To innovate New agro- Income and # of new MoAF/ Seed policy Market and products rural products AIC/ Ja 4H implemented saturation commercialize developed livelihood developed along the Increased and ready for Appropriate Youth value chain Seed banks market youth disintereste for the benefit for priority Youth interested in d of farming crops involvement # and type of agriculture enterprises established increased in seed banks agro- established Youth enterprises investment # of youth seminars (under 35 held years old) benefitting Potential from initiative profitable and own an agro- agro- enterprise enterprise scaled-up (disaggregate d by sex – at least 30% is female, 5% PERSONS 418 Sector Strategy: Strengthen the framework for greater competitiveness of a diversified Sector Strategy Outcome: Competitive Agro-Industries range of agricultural products and increase agricultural output particularly of crops, Aligned SDG Targets: 2.3, 2.5, 8.1 livestock and aquaculture Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimat Assumptions Risks/Limit ble ed ations Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ie Costs Programmes/Sub n Indicator (s) 2024 (FY s (000) -Programmes Start End 23/24) Areas Date Date WITH DISABILITIES ) # of agro- enterprises scaled-up % increase in income of beneficiaries ii. Agricultural 2019 2022 To strengthen Increased Strawberry # Of agri- Strawberry and MoAF/ Adequate Pest Competitivenes the local production and mango business Mango industry AIC human infestation s Programme agribusiness of mangoes industries industries plan resource Adverse Bridging Project environment and development developed commenced weather To increase strawberrie strengthened and sustained Investors productivity in s willingness to agro- wait for med- enterprises long term results To promote greater market access 419 Sector Strategy: Strengthen the framework for greater competitiveness of a diversified Sector Strategy Outcome: Competitive Agro-Industries range of agricultural products and increase agricultural output particularly of crops, Aligned SDG Targets: 2.3, 2.5, 8.1 livestock and aquaculture Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimat Assumptions Risks/Limit ble ed ations Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ie Costs Programmes/Sub n Indicator (s) 2024 (FY s (000) -Programmes Start End 23/24) Areas Date Date To promote value added production towards greater export To improve access, management and efficient use of arable land iii.Production 2009 2030 To increase To increase Production Hectares Annual targets MOAF, Timely delivery Poor Incentive and sustain production and established Est 105 ha of RADA of inputs and weather Programme agricultural and productivity cassava equipment conditions production to productivit increased Est 9.8 ha. of procured from (drought meet market y of special through the coco suppliers floods and demand. The select rehabilitation Est23 ha of wind) programme crops by of 12 select dasheen Attendance also seeks to 15% crops and Est 68 ha. of and Pest and protect the small ginger participation by disease livelihood of ruminants Est 140 ha. of beneficiaries at outbreak rural farm hot pepper 420 Sector Strategy: Strengthen the framework for greater competitiveness of a diversified Sector Strategy Outcome: Competitive Agro-Industries range of agricultural products and increase agricultural output particularly of crops, Aligned SDG Targets: 2.3, 2.5, 8.1 livestock and aquaculture Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimat Assumptions Risks/Limit ble ed ations Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ie Costs Programmes/Sub n Indicator (s) 2024 (FY s (000) -Programmes Start End 23/24) Areas Date Date families and Est 13.2 ha of training Shipping positively lime sessions logistics impact Est 8.4 ha. of national food MD2 Pineapple Good weather Escalation security. Est 7.5 hectares conditions of input of strawberry costs (eg, through Implementatio agro- greenhouse n of best chemicals production. practices by (fetilizers Est 64 ha. of farmers and yam pesticides). Est 3,600 Implementatio hectares of Irish n of structure Praedial Potato over the procurement Larceny period plan Est 1,200 Farm labour hectares of Proper record onion over the keeping by COVID-19 period farmers and Pandemic Est 8 ha. fodder extension bank officers Est of 300 ha. Irish Potato 421 Sector Strategy: Strengthen the framework for greater competitiveness of a diversified Sector Strategy Outcome: Competitive Agro-Industries range of agricultural products and increase agricultural output particularly of crops, Aligned SDG Targets: 2.3, 2.5, 8.1 livestock and aquaculture Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimat Assumptions Risks/Limit ble ed ations Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ie Costs Programmes/Sub n Indicator (s) 2024 (FY s (000) -Programmes Start End 23/24) Areas Date Date Est of 1.5 ha. Delivery of strawberry programme activities by Est of 30,000 specific tissue culture programme co- sweet yam ordinators plantlets for the 1st generation production Number of 30,000 farmers trained # of training 3000 training sessions held sessions held # of small Increase small ruminants ruminant population by 20 animals # of Drones 12 drones procured 422 Sector Strategy: Strengthen the framework for greater competitiveness of a diversified Sector Strategy Outcome: Competitive Agro-Industries range of agricultural products and increase agricultural output particularly of crops, Aligned SDG Targets: 2.3, 2.5, 8.1 livestock and aquaculture Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimat Assumptions Risks/Limit ble ed ations Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ie Costs Programmes/Sub n Indicator (s) 2024 (FY s (000) -Programmes Start End 23/24) Areas Date Date # of Construction of catchment three (3) water ponds harvesting established ponds # of water Distribute 2,000 storage tanks Water Storage and irrigation Tanks and 2,000 kits procured Drip Irrigation and Kits distributed # of Tractors 6 Rubber Wheel and Tractors and 15 implements implements procured iv.Agro-Parks 2021 2024 To increase Arable Increased % Of arable 70% of arable MoAF/ Praedial Lack of Development the acreage of leased production of lands utilized leased lands in AIC/ Ja Larceny Irrigation and Agro- arable lands lands in select food production 4H/ RADA mitigation Infrastructu Economic Zone leased in production produce, measures re limits the Development production by livestock and # Of hectares 3076.25 implemented productivity 15% fisheries of arable hectares of Agro lands utilized Parks and 423 Sector Strategy: Strengthen the framework for greater competitiveness of a diversified Sector Strategy Outcome: Competitive Agro-Industries range of agricultural products and increase agricultural output particularly of crops, Aligned SDG Targets: 2.3, 2.5, 8.1 livestock and aquaculture Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimat Assumptions Risks/Limit ble ed ations Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ie Costs Programmes/Sub n Indicator (s) 2024 (FY s (000) -Programmes Start End 23/24) Areas Date Date # Of 500 $2,000 Farmers/ Production entrepreneur Investors utilize Zones s operating in Climate Smart the Agro- Agriculture Infrastructu Parks (CSA) Practices re works # Of persons 1500 $1,000 such and employed in drains the Agro-park cleaned, roadways # Of youth, 100 cleared and women or verges are a targeted requiremen minority t boost operating in production the park on the Agro Kg harvested 72,437kg Parks and from the Production Agro- Park for Zones import substitution and exports 424 Sector Strategy: Strengthen the framework for greater competitiveness of a diversified Sector Strategy Outcome: Competitive Agro-Industries range of agricultural products and increase agricultural output particularly of crops, Aligned SDG Targets: 2.3, 2.5, 8.1 livestock and aquaculture Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimat Assumptions Risks/Limit ble ed ations Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ie Costs Programmes/Sub n Indicator (s) 2024 (FY s (000) -Programmes Start End 23/24) Areas Date Date # Of 4 developed value chains that mobilized production factors to support youth, women, and other target groups # Of Agro 3 Agro Parks/ AIC Parks and Production Production Zones newly Zones established established # Of Agro 5 Agro Parks/ Parks that are Production Good Zones Agricultural operationalized Practices and are Good Certified Agricultural (GAP) 425 Sector Strategy: Strengthen the framework for greater competitiveness of a diversified Sector Strategy Outcome: Competitive Agro-Industries range of agricultural products and increase agricultural output particularly of crops, Aligned SDG Targets: 2.3, 2.5, 8.1 livestock and aquaculture Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimat Assumptions Risks/Limit ble ed ations Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ie Costs Programmes/Sub n Indicator (s) 2024 (FY s (000) -Programmes Start End 23/24) Areas Date Date Practices (GAP) certified # Of Agro- One Agro- Economic Economic Zone Zone developed and developed maintained maintained Extent to 8 Clusters/ which registered contract cooperative farming under contract scheme for farming local and scheme export markets developed and 426 Sector Strategy: Strengthen the framework for greater competitiveness of a diversified Sector Strategy Outcome: Competitive Agro-Industries range of agricultural products and increase agricultural output particularly of crops, Aligned SDG Targets: 2.3, 2.5, 8.1 livestock and aquaculture Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimat Assumptions Risks/Limit ble ed ations Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ie Costs Programmes/Sub n Indicator (s) 2024 (FY s (000) -Programmes Start End 23/24) Areas Date Date operationaliz ed v.Implement the Jan – 2026 To strengthen At least 10 National Extent to Modular, solar- RADA/AI Capacity to use Price surge Agri-Business 2023 the national cold intra-logistics which Agri- powered, walk- C new of raw Cold Chain intra-logistics storage framework Business Cold in cold rooms technologies materials project (ABC framework for units across for Chain project that provide Jamaica) agricultural the island agricultural implemented unbroken, off- Impacts to Electricity produce, produce, grid storage post-harvest cost livestock and livestock and % reduction and loss is fisheries. fisheries in post- preservation of significant strengthened harvest loss perishable . of perishable foods in close fruits and proximity to vegetables farming clusters Small, refrigerated trucks for transport of 427 Sector Strategy: Strengthen the framework for greater competitiveness of a diversified Sector Strategy Outcome: Competitive Agro-Industries range of agricultural products and increase agricultural output particularly of crops, Aligned SDG Targets: 2.3, 2.5, 8.1 livestock and aquaculture Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimat Assumptions Risks/Limit ble ed ations Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ie Costs Programmes/Sub n Indicator (s) 2024 (FY s (000) -Programmes Start End 23/24) Areas Date Date produce to markets A network of temperature data loggers in both cold rooms and trucks that farmers can monitor remotely using their cellular phones vi.Livestock 2008 2030 To increase 200 small Increased Semen bank 3,000 semen MOAF/ Absence of Unexpected industry livestock ruminants production established JDDB disease illness and straws and development production imported and and banks outbreak mortality and the and productivity maintained among small quality of employed in livestock 300 animals ruminants in local meats into local sub-sector Amount of inseminated source country small cattle semen ruminant collected, 428 Sector Strategy: Strengthen the framework for greater competitiveness of a diversified Sector Strategy Outcome: Competitive Agro-Industries range of agricultural products and increase agricultural output particularly of crops, Aligned SDG Targets: 2.3, 2.5, 8.1 livestock and aquaculture Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimat Assumptions Risks/Limit ble ed ations Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ie Costs Programmes/Sub n Indicator (s) 2024 (FY s (000) -Programmes Start End 23/24) Areas Date Date multiplicati processed 400 offspring on. and stored. from imported small ruminant Semen and # of animals embryo inseminated bank est. for cattle 200 small and small ruminants ruminants landed and subjected to quarantine # of offspring from imported small ruminants 429 Sector Strategy: Provide adequate water supply, irrigation and drainage to boost Sector Strategy Outcome: Adequate water supply, irrigation and drainage to boost agricultural productivity and meet the needs of rural communities agricultural productivity and meet the needs of rural communities Aligned SDG Targets: 2.3, 2.4, 6.4, 6.5 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Irrigation Services

3. Irrigation To provide Irrigation Adequate MoAF Sufficient Insufficient Services adequate systems water supply, resources – resources water supply, improved irrigation and human, available irrigation and drainage to financial and within drainage to Water boost technology schedule boost supply agricultural agricultural improved productivity Rainfall is Insufficient productivity and meet the within water to and meet the Agricultur needs of projected meet needs of rural al rural communities Productio communities Limited Fiscal n and Space and Marketing Energy GoJ facilities efficiency/ Allocation to systems Renewable complete enhanced energy infrastructur al and soft activities to achieve project outputs/outc 430 Sector Strategy: Provide adequate water supply, irrigation and drainage to boost Sector Strategy Outcome: Adequate water supply, irrigation and drainage to boost agricultural productivity and meet the needs of rural communities agricultural productivity and meet the needs of rural communities Aligned SDG Targets: 2.3, 2.4, 6.4, 6.5 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Main actions 2017 2023 To increase by 810 ha of Improved # of ha of At least one (1) MoAF/ ome/indicato include: 15% irrigation land irrigation farm land off-farm NIC rs. systems on under systems irrigated irrigation i. Essex Valley farmlands irrigated system Agricultural across the agricultur Enhanced Off-farm implemented Development island by 2026 e Agricultural climate Project Production resilient At least 23 Six and irrigation kilometers of hundred Marketing system farm/communit (600)/80 facilities developed y roads restored % of systems farmers/s Farm/commu % of disability takeholde Energy nity restored accessible rs being efficiency/ facilities serviced Renewable completed with energy Disability improved accessible 3.1 (MW) irrigation infrastructure photovoltaic systems. s developed system Farm implemented roads, Photovoltaic global gap (PV) System and pack developed house 431 Sector Strategy: Provide adequate water supply, irrigation and drainage to boost Sector Strategy Outcome: Adequate water supply, irrigation and drainage to boost agricultural productivity and meet the needs of rural communities agricultural productivity and meet the needs of rural communities Aligned SDG Targets: 2.3, 2.4, 6.4, 6.5 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date facilities rehabilitat ed and complete d. 432 Sector Strategy: Provide adequate water supply, irrigation and drainage to boost Sector Strategy Outcome: Adequate water supply, irrigation and drainage to boost agricultural productivity and meet the needs of rural communities agricultural productivity and meet the needs of rural communities Aligned SDG Targets: 2.3, 2.4, 6.4, 6.5 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date ii.South Plains July June 795 ha of land Enhanced Land # of ha under 700 MoAF/ NIC Sufficient Covid-19 Agricultural 2019 2023 under productivi improved irrigation Stakeholders resources – pandemic Development irrigated ty and thru trained in human, Project agriculture access to irrigation At least 795 improved financial and markets drainage Ha of production technology Agricultural for and/or flood improved technology lands (200 ha) farmers in management irrigation land Rainfall is leased to St in Parnassus within youths, Catherine and Amity projected women and and Hall Bridge persons with Clarendon Pen disabilities Improved irrigation, drainage, farm roads and flood control systems Three (3) replacem ent wells 433 Sector Strategy: Provide adequate water supply, irrigation and drainage to boost Sector Strategy Outcome: Adequate water supply, irrigation and drainage to boost agricultural productivity and meet the needs of rural communities agricultural productivity and meet the needs of rural communities Aligned SDG Targets: 2.3, 2.4, 6.4, 6.5 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date complete d and approved 23 Km of land construct ed and/or rehabilitat ed iii.Conduct April March Develop Increased # Of MoAF/ NIC Sufficient Limited Fiscal Feasibility 2021 2024 renewabl use of Feasibility 5 resources – Space to Studies and e renewable Studies human, implement Rehabilitation energy energy Extent to financial and capital of Irrigation utilization which technology intensive Infrastructure program Increased irrigation projects. me cost infrastructure Rainfall is Availability of (solar) avoidance rehabilitated 4% within sufficient projected lands for Reduction in % energy use implementati energy costs from on of from JPSCo. renewable projects. source (solar) 15% Supply chain disruptions 434 Sector Strategy: Provide adequate water supply, irrigation and drainage to boost Sector Strategy Outcome: Adequate water supply, irrigation and drainage to boost agricultural productivity and meet the needs of rural communities agricultural productivity and meet the needs of rural communities Aligned SDG Targets: 2.3, 2.4, 6.4, 6.5 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Conveyance % energy cost associated – Conversion avoided with the of open Covid-19 canals to Pandemic. pressured systems iv.Pedro Plains June 21, Sept 4103 ha Renewable Feasibility % completion of MoAF/ NIC Lack of funding Pedro Plains Agricultural 2021 30, of land Energy study feasibility study to implement Agricultural development 2029 under systems completed and preliminary the Cadastral development irrigated installed designs Survey and agricultur Environment land e Irrigation al Impact EIA report acquisition Productio systems approved by the activities. n wells supplied and Assessment end of FY 22/23 drilled installed (EIA) report Delays in approved agreement 4000 Technical % completion of with farmers/ assistance Final final beneficiaries stakehold provided engineering engineering for irrigation ers being enhancing designs designs tariff serviced agricultural completed structure. with development 435 Sector Strategy: Provide adequate water supply, irrigation and drainage to boost Sector Strategy Outcome: Adequate water supply, irrigation and drainage to boost agricultural productivity and meet the needs of rural communities agricultural productivity and meet the needs of rural communities Aligned SDG Targets: 2.3, 2.4, 6.4, 6.5 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date improved Land parcels % completion of irrigation along with land parcel systems easements acquisition acquired for project area Environm ental Permit acquisitio n. Final Engineeri ng Designs Land parcels acquired for infrastruc ture along with 436 Sector Strategy: Provide adequate water supply, irrigation and drainage to boost Sector Strategy Outcome: Adequate water supply, irrigation and drainage to boost agricultural productivity and meet the needs of rural communities agricultural productivity and meet the needs of rural communities Aligned SDG Targets: 2.3, 2.4, 6.4, 6.5 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date easement s. v.Yallahs West June 21, Sept 162.5 ha Renewable % completion Water MoAF/ NIC Sufficient Proof of Agricultural 2021 30, of land Energy of WRA of Resources resources – adequate development 2029 under systems limestone Assessment human, groundwater irrigated installed aquifer (WRA) of the financial and resources agricultur limestone technology from the e Irrigation At least two aquifer limestone Productio systems (2) completed. Rainfall is aquifer. n wells supplied and production within drilled installed drilling wells Design and projected Availability of completed drilling of two financial Over one Technical (2) production resources to hundred assistance % completion wells completed undertake and provided of final the project. Twenty enhancing engineering hundred agricultural designs Final Timely (120) development engineering procurement farmers/s designs of required takeholde contracts for 437 Sector Strategy: Provide adequate water supply, irrigation and drainage to boost Sector Strategy Outcome: Adequate water supply, irrigation and drainage to boost agricultural productivity and meet the needs of rural communities agricultural productivity and meet the needs of rural communities Aligned SDG Targets: 2.3, 2.4, 6.4, 6.5 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date rs being approved and executing the serviced completed required with works. improved irrigation systems. Final Engineeri ng Designs Land parcels acquired for infrastruc ture along with easement s 438 Sector Strategy: Provide adequate water supply, irrigation and drainage to boost Sector Strategy Outcome: Adequate water supply, irrigation and drainage to boost agricultural productivity and meet the needs of rural communities agricultural productivity and meet the needs of rural communities Aligned SDG Targets: 2.3, 2.4, 6.4, 6.5 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date vi.Lucky Hill October March 191 ha of Improved Feasibility % completion of MoAF/ NIC Sufficient Obtaining Pen/Hinds 14, 20, land irrigation study feasibility study resources – the required Town 2022, 2026 under systems completed and preliminary human, approvals for Agricultural irrigated designs financial and permits to Development agricultur Enhanced Irrigation technology implement e Agricultural system % completion of critical Production integrating climate resilient Rainfall is aspects of Over and climate irrigation within the project. seventy Marketing resilience system projected (70) facilities measures implemented. Lack of farmers/s systems developed funding to takeholde % completion of execute rs being Farmer Final final project. serviced capacity engineering engineering with building – designs for designs improved farmers Agricultural irrigation trained, re- Production systems. instated, etc. and Marketing Land infrastructure parcels developed acquired for infrastruc 439 Sector Strategy: Provide adequate water supply, irrigation and drainage to boost Sector Strategy Outcome: Adequate water supply, irrigation and drainage to boost agricultural productivity and meet the needs of rural communities agricultural productivity and meet the needs of rural communities Aligned SDG Targets: 2.3, 2.4, 6.4, 6.5 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date ture along with easement s. Installatio n of project infrastruc ture. 440 Sector Strategy: Strengthen agricultural marketing structures Sector Strategy Outcome: Strong agricultural marketing structures Aligned SDG Targets: 8.1 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Agricultural Marketing Structures

4. Agricultural To create an Mechanis An enabling Sufficient Insufficient Marketing enabling m to environment resources – resources Structures environment support for human, available for investment, investme investment, financial and within Main actions cross-sectoral nt, cross- cross- technology schedule include: linkages and sectoral sectoral Stakeholder Insufficient inclusive linkages linkages, and buy-in and support for i. Establish and 2008 2030 engagement of and inclusive # of 5 marketing MoAF/ mechanisms cross- operationalize Marketing mechanisms: AIC/ RADA stakeholders in stakehold engagement are in place to sectoral marketing agricultural er of Mechanisms  Market facilitate cross- linkages mechanisms production and engagem stakeholders established Liaison for sectoral marketing ent in and key linkages strengthe agricultural operational commoditie ned production s ( eggs, Conditions and small support marketing ruminants, inclusive etc) engagement of  Industry a range of linkages stakeholders committee for pork and pork products 441 Sector Strategy: Strengthen agricultural marketing structures Sector Strategy Outcome: Strong agricultural marketing structures Aligned SDG Targets: 8.1 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date  Updated and accessible marketing information on key produce, livestock and fisheries  Agri- linkages Exchange (ALEX)  Rollout of mother farm concept Sector Strategy: Increase the resilience of the agriculture sector to natural hazards Sector Strategy Outcome: agriculture sector resilient to natural hazards Aligned SDG Targets: 2.4, 13.2 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) 442 Sector Strategy: Strengthen agricultural marketing structures Sector Strategy Outcome: Strong agricultural marketing structures Aligned SDG Targets: 8.1 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date -Programmes Start End (000) Areas Date Date Development Area: Agriculture Sector Resilience

5. Agriculture 2030 To create an Resources Agriculture Sector agriculture , sector Resilience sector resilient capacities resilient to Main actions to natural , and natural include: hazards technolog hazards ies to i. Explore and 2008 2030 support Extent to Frosty Pod Rot MOAF/ Sufficient Insufficient advance resilience which pest Management PQPI/ resources – resources integrated of the management Project RADA/ human, available agricultur R&DD pest technologies implemented financial and within management e sector developed/im Management technology schedule technologies to natural plemented plans for other hazards emerging pest Relevant Resources, strengthe diseases of resources, capacities ned economic capacities and and importance technologies technologies developed and are prove less implemented identified/dev than eloped/imple effective mented within a context of 443 Sector Strategy: Strengthen agricultural marketing structures Sector Strategy Outcome: Strong agricultural marketing structures Aligned SDG Targets: 8.1 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Stakeholders evolving and are sufficiently emerging equipped to hazards/thre implement ats resilience measures and monitor and evaluate effectiveness ii. Establish new 2022 2023 To increase by 800 Protection of Area Fishery MoAF/ The necessary Assessment fish 15% fisheries hectares sensitive approved and protected area NFA resources to for sanctuaries contribution to of fishery ecosystems gazette. increased to 7%. establish the declaration and maintain agricultural protected and sanctuary will might be existing fish growth by area improvement Boundary be provided. impacted by sanctuaries to 2026. establishe in vulnerable descriptions adverse achieve d on the fish stocks prepared. weather increased Pedro conditions. fishing stock Bank. Extent to Capacity which building and capacity of awareness fishing and raising activities fish farming conducted communities 444 Sector Strategy: Strengthen agricultural marketing structures Sector Strategy Outcome: Strong agricultural marketing structures Aligned SDG Targets: 8.1 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date are built to adopt climate resilient practices iii. Implement _ _ To integrate Improve Climate Extent to Partially MEGJC/ the climate Agricultur resilient which Implemented: RADA agriculture resilience into e and approaches agriculture - Vulnerability sector development Landscap integrated sector assessment components planning and e into component for project of the investment Managem development implemented prioritized Strategic Pilot ent planning and sectors Programme investment conducted for Climate Establish - Sustainable Resilience Climate farming Investment Informati practices in Project (IP)- on selected Adaptation Systems communities Programme and facilitated and Financing Disaster - Water Mechanism Risk harvesting Managem and ent management initiatives implemented 445 Sector Strategy: Promote national food and nutrition security and food safety Sector Strategy Outcome: National food and nutrition security and food safety Aligned SDG Targets: 2.1,2.2, 2.4 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: National food and nutrition security and food safety

6. Agricultural 2008 2030 1. To reduce Increased National food Extent to On-going MoAF Sufficient Insufficient Health and biological risk adherenc and nutrition which surveillance of resources – resources Food Safety from plant and e to plant security and Disease free select diseases human, available plant by- health, food safety status and and pests financial and within products, animal Pest-free technology schedule animal and health, status for Effective animal by- and food select animal surveillance Insufficient products, and safety diseases and guided by stakeholder food. standards plant pests minimum and buy-in (respectively) certification and/or

2. To increase surveyed/ standards capacity to access of local certified adhere to industries to % Of new 20% Stakeholders regulations targeted quarantine (1 pest in 5 adhere to and export markets pest years) regulations standards identified and and standards containment measures implemented 446 Sector Strategy: Promote national food and nutrition security and food safety Sector Strategy Outcome: National food and nutrition security and food safety Aligned SDG Targets: 2.1,2.2, 2.4 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Outcome: % of < 0.1% human population reported with zoonotic and animal product related illness Main actions include: i. Advance 2014 2030 To ensure that Risk Healthy, Extent to Increase MoAF Consistent Disruptions implementation all individuals profiles sustainable, which household food supply of food in the food of the Food and have access to for select and governance/ production and from both supply chain Nutrition sufficient food equitable management trading; domestic and resulting Security Action quantity of items food structure Improve income international from Plan nutritious food systems. established generation and markets international irrespective of Increase job creation conflicts. shocks to the in FNS policy opportunities; Distribution of food supply productio and action Improve food across Adverse (availability, n of select plan in nutrition and the island is weather access, produce, reviewed and food safety; stable and conditions, utilization, and livestock updated Increase safety consistent pest stability) and nets and food infestation fisheries # of small emergency and to meet scale food management alternative producers systems; use of grains. 447 Sector Strategy: Promote national food and nutrition security and food safety Sector Strategy Outcome: National food and nutrition security and food safety Aligned SDG Targets: 2.1,2.2, 2.4 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date domestic Improve analysis demand and information management Informati system; on system Provide capacity for critical building; and food Facilitate products stakeholder dialogue ii.Continue the 2015 2030 To increase New Reduced # of animals 10,000 cattle MoAF Created an Limited implementation traceability livestock biological risk ear tagged enabling number of of the National from farms to registered from plant within agreed environment animals Animal slaughterhous into the and plant by- time frame for the tagged as Identification e NIATS products, traceability of opposed to and Traceability program animal and livestock the number System (NAITS) me animal by- of animals products, within the and food country 448 Sector Strategy: Promote national food and nutrition security and food safety Sector Strategy Outcome: National food and nutrition security and food safety Aligned SDG Targets: 2.1,2.2, 2.4 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date iii.Continue the 2015 2030 To create Agricultur Reduction in # of persons 16 Justices MoAF Increased Limited buy- implementation and/or al incidents of trained reporting of in from of the Praedial operationalize Wardens praedial through incidents stakeholders Larceny policy, project larceny collaborative 440 personnel Prevention legislative and funded learning Greater levels Lack of Programme institutional National food initiatives of trust among reporting including illegal, frameworks Expansion safety system farmers and unreported, and for the of the strengthened # of Praedial fishers as it unregulated reduction of praedial Larceny units relates to the fishing incidences of larceny established judiciary and praedial preventio and the JCF larceny and n units operational other farm across Created an theft island police # of enabling wide divisions agricultural environment receipt books for the sold traceability of agricultural produce and livestock. 449 Sector Strategy: Strengthen the policy and regulatory frameworks for the agriculture Sector Strategy Outcome: Strong policy and regulatory frameworks for the agriculture sector sector Aligned SDG Target: 8.1 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Policy and Regulatory Frameworks

7. Policy and To develop Cabinet Strong policy Regulatory and implement approved and Frameworks updated policies, regulatory supporting legislation frameworks policy, legal, s, for the planning strategies agriculture Main actions frameworks and and fisheries include: that will action sectors i. Modernisation 2009 2030 protect plans in # of policies At least six (6) MoAF White paper Comment of the agricultural response approved national policies for policies will from key Agriculture resources49 to key approved and be completed stakeholders policy, legal and strategic # of commenced and approved on draft planning issues legislations implementation within agreed policies and framework passed by end year timeframe legislations 202450 are late; very disparate; 49 Agricultural resources include lands, aquatic ecosystems, plant genetic resources, livestock genetic resources and fisheries resources 50 The policies to be developed and implemented are (1) National Youth in Agriculture policy, (2) Livestock policy and Act , (3) National Organic Agriculture policy, (4) Animal Health and Welfare, (5) Agricultural Land Use Policy and (6) National fisheries policy 450 Sector Strategy: Strengthen the policy and regulatory frameworks for the agriculture Sector Strategy Outcome: Strong policy and regulatory frameworks for the agriculture sector sector Aligned SDG Target: 8.1 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Agri-business At least 12 Stakeholder and not sector national consensus is forthcoming. strategy legislations reached for approved and approved and each Lack of financed commenced legislation necessary implementation within agreed financial 10yr by end year timeframe resources agricultural 202451 sector plan Financial approved and Agri-business support for financed sector strategy agri-business approved by sector strategy National second quarter and sector livestock of FY2022/23 plan is board approved for established 10yr agricultural FY2022/23 sector plan 51 The legislation passed or expected to be passed relate to the following: (3) Plant Health Bill, (4) Agriculture Produce Act (amended), (5) Preadial Larceny Prevention Act, (6) Amendment to JACRA Act, (7) Repeal of Banana Board Act (BB Act), (8) Repeal of JAS Act and (9) Repeal of Jamaica 4 H Clubs Act, (10) The Animals (Diseases and Importation) Act, (11) Veterinary Act, (12) Jamaica Agricultural Society Incorporation Act, (13) Enactment of Validation and Indemnity Legislation for the Irrigation Authority (NIC), (14) Fisheries Regulations. 451 Sector Strategy: Strengthen the policy and regulatory frameworks for the agriculture Sector Strategy Outcome: Strong policy and regulatory frameworks for the agriculture sector sector Aligned SDG Target: 8.1 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date approved in FY2023/24 National Livestock Development Board established by FY2024/25 452 Sector Strategy: Strengthen the effectiveness of government in supporting role the Sector Strategy Outcome: Effective government in the development of the agriculture development of the agriculture sector sector Aligned SDG Targets: 2.a Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Effective Government services in Agriculture Sector development

8. Effective To create an Access to Effective MoAF Sufficient Insufficient Government effective quality, Government resources – resources Services in government relevant in the human, available Agriculture apparatus for governme development financial and within Sector development nt of the technology schedule Development of the services agriculture Main actions agriculture increased sector Wider plans Delays in the include: sector for improved development i. Continue the Extent to Phases 2 to 3 of MoAF government of policies, modernization which the fisheries effectiveness regulations, of the Fisheries fisheries modernization are on track institutional Division, Rural modernizatio programme arrangement Agricultural n programme implemented Stakeholders s Development implemented are engaged Authority Extent to Phases 2 to 4 of and services Insufficient (RADA), Plant which RADA the RADA are demand- inclusiveness Quarantine and modernizatio modernization driven in the Produce n programme programme engagement Inspection implemented implemented 453 Sector Strategy: Strengthen the effectiveness of government in supporting role the Sector Strategy Outcome: Effective government in the development of the agriculture development of the agriculture sector sector Aligned SDG Targets: 2.a Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date (PQ/PI) and Extent to The ALMD of Agriculture which ALMD modernization stakeholders Land modernizatio completed Management n programme (ALMD) Division implemented , Research and Extent to Modernization Development which programme for Division (R&DD) modernizatio government n programme agricultural for research government entities and agricultural divisions research implemented entities and divisions (to improve service delivery and responsivenes s to emerging trends and needs) implemented 454 Sector Strategy: Develop and improve farm roads and access to fish landing sites Sector Strategy Outcome: Strong Road infrastructure for the agriculture sector including rural road networks Aligned SDG Targets: 2.a Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Farm Roads Development

9. Farm Roads To assist in the Rehabilita Farm roads MoAF/RA Timely Natural Development rehabilitation tion of rehabilitated DA approval of Disasters/po of Farm Roads selected and fully roads by or weather Main Actions across Jamaica farm utilized by National Board conditions include: towards the roads farmers of Directors growth and across all i. Implement the 2008 2030 # Of farm 240 farm roads MoAF/RA improvement parishes Good weather Requirement national farm roads rehabilitated DA of the conditions s not met by road rehabilitated/ (40 newly agricultural bidders rehabilitation maintained rehabilitated sector, in Selection of during programme and 20 specially suitable tender maintained per targeted high contractors as submission year) production per process areas. procurement guidelines escalation of the price of Timely inputs completion of roads as per contracts. 455 Sector Strategy: Increase access to resources and provide effective services to youth Sector Outcome: Youth and women in agriculture have adequate access to resources and and women in agriculture effective services Aligned SDG Targets: 2.3 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Performance Measurement Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Youth and Women in Agriculture

10. Youth and 2008 2030 To provide Increase Youth and MoAF Sufficient Insufficient Women in training of involvem women in resources – resources Agriculture women and ent of agriculture Outcome Indicators JA4-H human, available Entrepreneu young people women have Youth /RADA financial and within rship between the and youth adequate % Change in Youth technology schedule ages of fifteen in access to youth involvement in (15) and thirty- agricultur resources involvement the agricultural five (35) in the e and and effective in the and agro- Stakeholders Insufficient areas of agribusin services agricultural processing are engaged inclusiveness Agriculture, es and agro- sector increased and services in the Entrepreneurs processing by 15% by 2024 are demand- engagement hip, and sector by driven of Business 2024 stakeholders development # Of trained 2000 entrants Fairly stable youth (FY23/24) social and Disruptions entering the economic owing to agriculture environment disasters or sector other shocks Women No major environmental 456 Sector Strategy: Increase access to resources and provide effective services to youth Sector Outcome: Youth and women in agriculture have adequate access to resources and and women in agriculture effective services Aligned SDG Targets: 2.3 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Performance Measurement Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date or other disasters/ shocks % Change in 10% MoAF/RAD women A involvement in the agricultural and agro- processing sector by 2024 Main actions include: i. Establish 2008 2030 To establish 14 Increased Improved # Of trained 100 RADA/ Women Disinterest marketing marketing marketin opportunities women MoAF/ Ja expressing groups with a group geared g for the entering the 4H interest in Lack of special focus on towards rural opportuni success of agriculture agribusiness appropriate strategies to women and ties for agricultural sector opportunities venue for address the youth rural business training 457 Sector Strategy: Increase access to resources and provide effective services to youth Sector Outcome: Youth and women in agriculture have adequate access to resources and and women in agriculture effective services Aligned SDG Targets: 2.3 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Performance Measurement Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date needs of To create a women owned to Training women and blended and youth women and delivered is youth marketing youth appropriate infrastructure # of groups 14 groups for gender that promote established established needs and the businesses wants of rural development ii. Rural Youth 2021 2030 To establish Increased Increased # of youth 1534 trainees Ja 4H 76,700 Youth interests Alternative Economic and support number agricultural trained in in agribusiness competing Empowermen 1,534 youth of youth productivity entrepreneur 1534 opportunities training t Programme farmers by owned through ship enterprises programs (RYEEP) 2024 youth established Sufficient engagement resources Illegal in the sector # of along with competing enterprises capital are activities that established available of provide a iii. Youth 2021 2030 To develop Increased Increased # of person 3,000 youth training high source Development and promote a awarenes number of accessing and farmer using the of income Roadmap Roadmap for s of how youth using the roadmap and youth pursuing to access farmers Youth in recognition careers in the accessing Agriculture agriculture opportuni Roadmap 458 Sector Strategy: Increase access to resources and provide effective services to youth Sector Outcome: Youth and women in agriculture have adequate access to resources and and women in agriculture effective services Aligned SDG Targets: 2.3 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Performance Measurement Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date ties resources in /resource the sector s within the sector iv.Build a Road To select 200 Increase Increase # of youth 200 youths To select Map for Youth youth farmers number agricultural receiving selected 200 in Agriculture to receive of youth production government youth and available involved farmlands farmers Agribusiness government in large to receive farmlands scale available agricultur governm al ent productio farmlands n v.Provide youths 2021 2030 To increase the Increased Increased % of arable 20% of arable AIC 50,000 Available Lack of with access to number of access to vulnerable lands lands available Agricultural access to agricultural arable lands resources groups’ available to to vulnerable Lands are finance from lands with leased by 20% for involvement vulnerable groups (youth directed to Commercial supporting for vulnerable vulnerabl in agriculture groups (youth and women) Agro-Invest for Banks infrastructure groups (youth e groups and women) Management for primary and women) Limited start- production in up the fresh and 459 Sector Strategy: Increase access to resources and provide effective services to youth Sector Outcome: Youth and women in agriculture have adequate access to resources and and women in agriculture effective services Aligned SDG Targets: 2.3 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Performance Measurement Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date value-added High cost of products material markets inputs vi.National School 2008 2030 To develop and To Increased # of gardens 625 schools Jamaica Schools Schools Garden maintain 625 develop exposure of established and 4H clubs opened returning to Programme public school and students to and institutional online garden by 2024 maintain agriculture maintained gardens Land readily learning 625 best practice. established available for public and school farms school Increased maintained garden by production of 2024 inputs for the school feeding programme 460 Sector Strategy: Advance the development of the Fisheries sub-sector Sector Outcome: Developed Fisheries sub-sector Aligned SDG Targets: 8.1, 14.2, 14.4, Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Respons Estimat Assumptions Risks/Limitat ible ed ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/i Costs Programmes/Sub n Indicator 2024 (FY 23/24) es (000) -Programmes Start End (s) Areas Date Date Development Area: Fisheries Sub-Sector

11. Fisheries To improve the Capacity Developed Outcome Indicator: National Sufficient Insufficient Development economic, of Fisheries sub- Fisheries resources – resources % Change Fisheries social, and fisheries sector Authorit human, available in fisheries contribution to ecological sector to y (NFA) financial and within contributio GDP increased by value of meet technology schedule n to GDP 0.6% by 2024 capture food fisheries and security Wider plans Delays in the aquaculture needs and for improved development Main actions while contribut government of policies, include: increasing e to GDP effectiveness regulations, i. Improve fisheries increased % Of select 30% are on track institutional conservation contribution to fisheries 7 arrangement and GDP to 0.6% along the Couch Fishery Stakeholders s management of by 2024 value chain Mgmt Plan 2018, are engaged fishery optimised Sea Cucumber and services Insufficient resources Mgmt Plan, are demand- inclusiveness (7 mgmt Pelagic/ Tuna driven in the plans Mgmt Plan, engagement implemente Lobster Fishery of d) Mgmt Plan, Oysters stakeholders Mgmt Plan, 461 Sector Strategy: Advance the development of the Fisheries sub-sector Sector Outcome: Developed Fisheries sub-sector Aligned SDG Targets: 8.1, 14.2, 14.4, Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Respons Estimat Assumptions Risks/Limitat ible ed ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/i Costs Programmes/Sub n Indicator 2024 (FY 23/24) es (000) -Programmes Start End (s) Areas Date Date Irish moss Mgmt Plan Glass eel Mgmt Plan % Of 5% coastal fishery water (down to 30 meters) protected as Fish Sanctuaries ii. Increase Outcome: 600 acres NFA investments in aquaculture acreage of aquaculture production iii. Increase %Contributi 0.6% benefits and on to GDP access to and markets from increase the Blue income 462 Sector Strategy: Advance the development of the Fisheries sub-sector Sector Outcome: Developed Fisheries sub-sector Aligned SDG Targets: 8.1, 14.2, 14.4, Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Respons Estimat Assumptions Risks/Limitat ible ed ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/i Costs Programmes/Sub n Indicator 2024 (FY 23/24) es (000) -Programmes Start End (s) Areas Date Date Economy for opportuniti Jamaicans es Fish 1200 MT production from aquaculture (Tilapia) % Increase 20% of seed stock for Tilapia & oysters iv. National Online 2018 2024 To increase by Licensing Creation of % Supplier of ICT Reduction in Fisheries 15% fisheries and an compliance licensing and infrastructure the Licensing and contribution to registratio operational to licensing registration system including effectiveness Registration agricultural n system integrated requiremen contracted Internet access and System growth by designed licensing and t among will be efficiency of 2026 and registration fisheries available at all the new develope system that and regional Statutory d. captures aquaculture offices. Body data, (National 463 Sector Strategy: Advance the development of the Fisheries sub-sector Sector Outcome: Developed Fisheries sub-sector Aligned SDG Targets: 8.1, 14.2, 14.4, Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Respons Estimat Assumptions Risks/Limitat ible ed ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/i Costs Programmes/Sub n Indicator 2024 (FY 23/24) es (000) -Programmes Start End (s) Areas Date Date Software manages it stakeholder Staff will be Fisheries and user and provide s available to Authority). manuals timely, fully test Inability of for the accurate system when the Fishing system. reports to required. Industry to ICT serve Procurement play its part infrastruc stakeholders of system will in ensuring ture and be approved the computer by Cabinet. Government hardware Satisfactory of Jamaica installed submissions achieves its and are received 5-in-4 Plan. operation for Requests Missed al at for Proposals opportunity project to improve sites. how the Use of GIS Fishing applicatio Industry is ns in viewed by collecting fisher-folks data. and the Public public in awarenes general. 464 Sector Strategy: Advance the development of the Fisheries sub-sector Sector Outcome: Developed Fisheries sub-sector Aligned SDG Targets: 8.1, 14.2, 14.4, Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Respons Estimat Assumptions Risks/Limitat ible ed ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/i Costs Programmes/Sub n Indicator 2024 (FY 23/24) es (000) -Programmes Start End (s) Areas Date Date s of the Greater new difficulty to system. generate timely and accurate statistical data, thus making decisions by the NFA, MoAF and the Government of Jamaica more difficult instead of better, more readily available, and more efficient. 465 Sector Strategy: Advance the development of the Fisheries sub-sector Sector Outcome: Developed Fisheries sub-sector Aligned SDG Targets: 8.1, 14.2, 14.4, Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Respons Estimat Assumptions Risks/Limitat ible ed ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/i Costs Programmes/Sub n Indicator 2024 (FY 23/24) es (000) -Programmes Start End (s) Areas Date Date v. Production plan 2021 2026 To increase by Contracti Engagement % increase Participation in NFA/ Adequate Requirement for new and 15% fisheries ng Party in the of targeted ICCAT meetings as MoAF human s for underutilized contribution to status sustainable new or a Cooperating resources Cooperating Fisheries agricultural within the harvesting of under- Party. assigned to Party status growth by Internatio underutilized utilized programme. delayed. 2026 nal fisheries with fisheries Stock assessment Limited or Commissi the derived developed of Pelagic fishery untimely on for the benefit from within the based on available submission Conservat the Blue next five data. of data to ion of Economy. years ICCAT. Atlantic Research and Tunas Development (ICCAT). Experimental Inadequate growth of oysters capital on cement infrastructur substrate. e. Constructi on and Capacity building of Operation oyster producer alization groups in Savanna- of the lar-mar, Maricultu Westmoreland and re 466 Sector Strategy: Advance the development of the Fisheries sub-sector Sector Outcome: Developed Fisheries sub-sector Aligned SDG Targets: 8.1, 14.2, 14.4, Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Respons Estimat Assumptions Risks/Limitat ible ed ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/i Costs Programmes/Sub n Indicator 2024 (FY 23/24) es (000) -Programmes Start End (s) Areas Date Date Demonstr Green Island, ation Hanover. Facility and an enhanced productio n system vi. Promoting 2018 2023 To increase by Adoption Policy and Consumptio Consumption NFA/Mo Operational Project Community- 15% fisheries of Climate planning n campaign campaign AF procurement delays due to Based Climate contribution to resilience framework launched. launched/ and technical the global Resilience agricultural Practices for the Behavioural change evaluation pandemic Fisheries growth by within the fisheries and Strategy campaign completed which will Project 2026 Fisheries aquaculture and Action launched. within agreed affect Sector sector52 Plan- Policy timeframe. overseas To increase the consultants adoption of visit to 52 These include the development of 1. Strategy and Action Plan for the Fisheries and Aquaculture Policy; 2. Strategy and Action Plan for the Monitoring Control Surveillance and Enforcement (MCS&E) in Fish Sanctuaries; 3. Pelagic Marketing Plan; 4. Behaviour and change management campaign; 5. Agro Met Services and applications for the Fisheries Sector and 6. Climate projection Deliverables and Knowledge Attitude and Perception Surveys; 6. Ten (10) Sub-projects in targeted fishing and fish farming communities 467 Sector Strategy: Advance the development of the Fisheries sub-sector Sector Outcome: Developed Fisheries sub-sector Aligned SDG Targets: 8.1, 14.2, 14.4, Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Respons Estimat Assumptions Risks/Limitat ible ed ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/i Costs Programmes/Sub n Indicator 2024 (FY 23/24) es (000) -Programmes Start End (s) Areas Date Date Climate Increase Upgrade of regulation Draft strategy and Jamaica to Resilient in Aquaculture approved. Action Plan- Policy execute their Practices Enforcem Facility using regulation. consulting within the ent RAS # of services. Fisheries Activities Technology business Completion of Lengthy Sector. in plans Pelagic procurement Sanctuari Artisanal developed. Management delays due to es Training Plans; under Vessel for # of fisher budgeted Brood deep sea groups Procurement of an TORs. stock fishing trained in Artisanal Vessel; improvem hatchery ent for developme Ten business plans fisheries nt. for alternative livelihoods in fisheries sector. # and type of activities Modernized completed Hatchery with RAS for system completed. underutilize d fisheries 14 fisher groups (FAD). trained in hatchery 468 Sector Strategy: Advance the development of the Fisheries sub-sector Sector Outcome: Developed Fisheries sub-sector Aligned SDG Targets: 8.1, 14.2, 14.4, Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Respons Estimat Assumptions Risks/Limitat ible ed ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/i Costs Programmes/Sub n Indicator 2024 (FY 23/24) es (000) -Programmes Start End (s) Areas Date Date development and/or alternative livelihoods in fisheries sector. vii. Fishing beach 2021 2026 To increase by 15 15 beaches # of 3 fishing beaching NFA/Mo Land Weak fishing rehabilitation 15% fisheries beaches rehabilitated beaches identified and AF ownership organizations contribution to have over the next rehabilitate investigated for information in target agricultural proper 5 years d. land ownership. from the communities growth by land Beach Control . 2026. tenure. Pedro Cay beach Authority & Transferring facility repaired. National Land of lands to 15 Agency the beaches Basic sanitation received. NFA/MoAF. have an and support Buy-in and establishe facilities on 3 support from d fishing beaches fishing managem constructed. communities. ent organizati on in place. 15 beaches 469 Sector Strategy: Advance the development of the Fisheries sub-sector Sector Outcome: Developed Fisheries sub-sector Aligned SDG Targets: 8.1, 14.2, 14.4, Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Respons Estimat Assumptions Risks/Limitat ible ed ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/i Costs Programmes/Sub n Indicator 2024 (FY 23/24) es (000) -Programmes Start End (s) Areas Date Date have necessary sanitation , utilities, and support infrastruc ture. 470 National Outcome #12 “Internationally Competitive Industry Structures- Manufacturing” Medium Term Strategic Policy Framework Overview National Outcome #12 “Internationally Competitive Industry Structures—Manufacturing” focuses primarily on the development of the manufacturing sector to improve its international competitiveness. This thrust is underpinned by the recognition of the importance of the manufacturing sector to economic growth and development. Vision 2030 Jamaica also recognizes the interlinkages with the social and environmental areas and defines a development path that integrates economic growth with social development and good environmental management. As such, the plan pursues a strategic approach which focuses on improving productivity levels, economic and market opportunities, environmental sustainability, and social responsibility. The Plan calls for the transition to high levels of productivity and value added production. This transition includes the use of efficient and clean technologies and environmentally sustainable processes, with motivated, productive employees, within an enabling business and regulatory environment. The sector remains the largest contributor to GDP among the goods producing sectors, providing goods for domestic and global consumption. Despite this, the sector has been unable to unlock high levels of sustained and inclusive growth. Some of the issues and challenges include: - High cost of some productive inputs including energy - High costs associated with crime and security issues - Trade related issues including implications of regional and global trade liberalization - Low levels of productivity - Limited use of clean technologies - Low levels of investment in modern technology and business practices - Environmental pressures generated by the manufacturing sector, including contribution to solid and hazardous waste and emissions from manufacturing processes - Shortage of skilled labour - Global supply chain issues with difficulties in accessing raw materials and packaging materials - Higher shipping rates - Reduced and delayed transshipment 471 The manufacturing sector was disrupted by the COVID-19 pandemic with a decline in economic activities and lower levels of productivity. The pandemic, which started as a health crisis, evolved into a global socio-economic crisis with significant impacts on lives and livelihoods. The manufacturing sector was forced to make operational adjustments in response to the public health related impacts and disruptions to supply chains. This resulted in declines in revenues and exports, slowing down much of the progress made since the implementation of Vision 2030 Jamaica commenced in 2009. Notwithstanding, some sub- sectors were able to pivot and found opportunities to enter new export markets in North America and the Caribbean. While there has been some economic recovery, the country continues to grapple with some of the impacts of the COVID-19 pandemic and remains vulnerable to further disruptions caused by new waves of the pandemic. The medium-term strategies and programming reflect medium to long term policy priorities which respond to the impact of the COVID-19 pandemic, the legacies of the global financial and economic crisis and a dynamic global economy. The priorities give focus to, inter alia providing an enabling business environment, developing and strengthening linkages across industries, climate proofing the sector, encouraging the adoption of hazard mitigation and emergency management practices and the use of clean, efficient, and environmentally friendly technology. 472 Medium Term Results and Policy-Driven Strategies and Development Programmes Table 12E below presents medium-term targets for “Internationally Competitive Industry Structures – Manufacturing” and selected data. The medium term performance is based on the extent to which the expected policy-driven results from strategic programming and implementation are achieved (see next table). Partners in development contribute to the achievement of the medium-term targets by aligning their planning to the strategies and programmes. Table 12E. Table of Indicators: National Outcome #12 - “Internationally Competitive Structures: Manufacturing” National Outcome Indicators Baseline Actual Targets 53 2007 2012 2015 2018 2019 2020 2021 2012 2015 2018 2021 2022 2023 2024 2030 Percentage change in export earnings from 26.26 12.12 -20.35 7.9 10.7 0.9 6.67 10 13 10 10 10 10 10 ≥14 manufacturers (rolling 3-year average) The planned strategies and development programming for “Internationally Competitive Industry Structures—Manufacturing” are aligned with SDGs 8, 9 and 13. Figure 12C - Alignment of National Outcome #12 “Internationally Competitive Industry Structure: Manufacturing” and the SDGs SDG 8: Promote SDG 9: Build resilient sustained, inclusive infrastructure, SDG 13: Take urgent and sustainable promote inclusive action to combat economic growth, and sustainable climate change and full and productive industrialization and its impacts employment and foster innovation decent work for all 53 Targets for 2022-2024 are provisional 473 The table 12F shows the national and sector strategies and aligned programming that will be implemented by government and other partners in development over the period FY 2021/22 – FY 2023/24 to advance “Internationally Competitive Industry Structures – Manufacturing” and aligned SDGs. Stakeholders are encouraged to align your planning to what is presented in the table. Table 12F. National Strategies and Medium-Term Policy-Driven Sector Strategies, Programmes and Results – “Internationally Competitive Industry Structures: Manufacturing” Sector Strategy: Create an enabling business environment which fosters and supports the establishment, Sector Strategy Outcome: An enabling business environment which growth and survival of manufacturing enterprises fosters and supports the establishment, growth, and survival of manufacturing enterprises Aligned SDG Targets: 8.1, 9.2 Development Programme & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimat Assumptions Risks/Limitat ble ed Costs ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies (000) Programmes/Sub n Indicator (s) 2024 (FY 23/24) -Programmes Start End Areas Date Date Development Programme Area: Development and Regulation of Manufacturing Industry

1. Regulatory To strengthen Systems Competitive Outcome: % 45% (Baseline: MIIC Sufficient, Insufficient Framework for the systems and manufacturin industry 30.7%) human, resources Development and regulatory regulatory g industry contribution / Contribution financial and available of Competitive and and to GDP of local technology within Manufacturing institutional institution (agriculture, industries to resources, schedule Sector frameworks al manufacturin Gross and for framewor g & WRTRIM, capacities Domestic streamlining ks for MSME) business streamlini increased by facilitation, ng at least 5% of local industry business GDP by 2025 development facilitatio and expansion n, local 474 Sector Strategy: Create an enabling business environment which fosters and supports the establishment, Sector Strategy Outcome: An enabling business environment which growth and survival of manufacturing enterprises fosters and supports the establishment, growth, and survival of manufacturing enterprises Aligned SDG Targets: 8.1, 9.2 Development Programme & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimat Assumptions Risks/Limitat ble ed Costs ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies (000) Programmes/Sub n Indicator (s) 2024 (FY 23/24) -Programmes Start End Areas Date Date Main actions for industry include: manufacturers developm i. Implement the , producers, ent and Outcome Indicators: MIIC, National Five- service expansion JMEA, Year providers and for Extent Contribution of JAMPRO Manufacturing MSMEs. manufact contribution the Strategy To improve urers of the manufacturing and streamline strengthe manufacturin sector to GDP business ned g sector to increased by facilitation, GDP 2025 resulting local industry in development manufacturing and expansion output of J$81 b for by FY 2025 manufacturers Manufacturin 15% or 3% , producers, g value added average annual service as a growth rate providers and proportion of MSMEs. GDP and per capita Output Indicators: % Implementation Implementati of the strategy 475 Sector Strategy: Create an enabling business environment which fosters and supports the establishment, Sector Strategy Outcome: An enabling business environment which growth and survival of manufacturing enterprises fosters and supports the establishment, growth, and survival of manufacturing enterprises Aligned SDG Targets: 8.1, 9.2 Development Programme & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimat Assumptions Risks/Limitat ble ed Costs ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies (000) Programmes/Sub n Indicator (s) 2024 (FY 23/24) -Programmes Start End Areas Date Date on of strategy 70% on on schedule schedule (preliminary) Extent To be stated monitoring and evaluation framework for National Five-Year Manufacturin g Strategy completed ii. Establish a Extent To be stated MIIC, Manufacturing strategies JAMPRO and Export geared at Growth Team increasing and diversifying export products and markets are implemented 476 Sector Strategy: Create an enabling business environment which fosters and supports the establishment, Sector Strategy Outcome: An enabling business environment which growth and survival of manufacturing enterprises fosters and supports the establishment, growth, and survival of manufacturing enterprises Aligned SDG Targets: 8.1, 9.2 Development Programme & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimat Assumptions Risks/Limitat ble ed Costs ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies (000) Programmes/Sub n Indicator (s) 2024 (FY 23/24) -Programmes Start End Areas Date Date iii.Provide training Participate in MIIC, BSJ to forums, manufacturers workshops on trade and training agreements and sessions to the highlight the opportunities opportunities that may exist for Jamaican in these companies to agreements to utilize the harness these Suspension benefits and Safeguard mechanisms Under the RTC54 54 Revised treaty Of Chaguaramas 477 Sector Strategy: Create an enabling business environment which fosters and supports the establishment, Sector Strategy Outcome: An enabling business environment which growth and survival of manufacturing enterprises fosters and supports the establishment, growth, and survival of manufacturing enterprises Aligned SDG Targets: 8.1, 9.2 Development Programme & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimat Assumptions Risks/Limitat ble ed Costs ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies (000) Programmes/Sub n Indicator (s) 2024 (FY 23/24) -Programmes Start End Areas Date Date Process flow developed for providing information to manufacturer s utilizing the Suspension and Safeguard mechanisms Other targets to be stated 478 Sector Strategy: Create an enabling business environment which fosters and supports the establishment, Sector Strategy Outcome: An enabling business environment which growth and survival of manufacturing enterprises fosters and supports the establishment, growth, and survival of manufacturing enterprises Aligned SDG Targets: 8.1, 9.2 Development Programme & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimat Assumptions Risks/Limitat ble ed Costs ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies (000) Programmes/Sub n Indicator (s) 2024 (FY 23/24) -Programmes Start End Areas Date Date iv.Develop a National To be stated MIIC national Bamboo Bamboo Industry Plan Industry developed/im Development plemented Plan v.Establish a Facilitating Bamboo MIIC, BSJ, Bamboo expansion in Industrial FCJ Industrial the Bamboo Demonstration Demonstration Industry Facility Facility Value Chain operational by the end of FY 2024-25 479 Sector Strategy: Ensure Competitive Infrastructure for Manufacturing Sector Strategy Outcome: Competitive infrastructure for manufacturing Aligned SDG Targets: 9.4 Development Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Infrastructure for Manufacturing

2. National To provide Competiti Competitive MIIC, Sufficient Insufficient Manufacturing competitive veness of infrastructur Private resources and resources Strategy - infrastructure infrastruc e for Sector capacities – available Infrastructure for ture for manufacturin human, within for manufacturing manufact g financial and schedule manufacturing uring technology increased Misalignmen Main actions Evidence- t between include: based, infrastructur i. Develop To fulfil the Factory Adequate Extent To be stated FCJ demand driven e modern factory increased space for productive factory space provision of development space for demand for manufact space for for manufacturing and needs manufacturers, productive urers manufacture manufacturer infrastructure associated including space increased rs s meet aligned to best with managing and demand case value changing promoting chain global rentable factory management market space and value- demand Sub actions added include: production Unaffordable a. Redevelo Extent Garmex factory space pment Garmex Freezone Cost etc. and Freezone redeveloped effective/comp associated expansio redeveloped/ and expanded etitive pricing with n of the expanded (13 new of factory uncompetitiv buildings space and e alignment 480 Sector Strategy: Ensure Competitive Infrastructure for Manufacturing Sector Strategy Outcome: Competitive infrastructure for manufacturing Aligned SDG Targets: 9.4 Development Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Garmex constructed other of industries Freezone totalling infrastructure and 370,000 square infrastructur feet upon e provided completion) b. Create Extent Morant Bay Morant Morant Bay Urban Centre Bay Urban Centre (436,000 square Urban development feet of space Centre completed upon completion) Boundbrook’ project (100,000 square metres of factory space) c. Provide To be stated To be stated JBDC incubator s for small- and medium- sized manufact urers 481 Sector Strategy: Develop linkages between the manufacturing sector and purchasers Sector Strategy Outcome: Strong linkages between the manufacturing sector and in linkage sectors and industries purchasers in linkage sectors and industries Aligned SDG Targets: 8.1, 9.2 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Sector Interlinkages

3. Develop trade To develop Linkages Strong MIIC, Sufficient Insufficient linkages with linkages between linkages MOT, resources – resources other between the manufact between Private human, available sectors/industri manufacturing uring manufacturin Sector financial and within es sector and sector g sector and technology schedule Main actions purchasers in and purchasers in include: other sectors purchaser linked Evidence- and Insufficient and industries s in linked sectors/indus results- based use of i. Through the for increasing sectors tries Extent To be stated MOT stakeholder evidence to Tourism demand and and linkages mapping and identify best Linkages trade industries among the partnerships case linkages Council strengthe Tourism, and taskforces ned Agriculture Change management strengthen the and management of linkages among Manufacture geared partnerships the Tourism, industries towards Agriculture and developed strengthening Manufacture and partnerships industries operationaliz and ed through identification Tourism of win-win Linkages scenarios Council taskforces 482 Sector Strategy: Increase exposure and access by manufacturers to relevant, Sector Strategy Outcome: Manufacturers are adequately exposed to and can access innovative, and cleaner production technologies relevant, innovative, and cleaner technologies Aligned SDG Targets: 8.4, 9.4 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Innovative and Clean Technologies

4. National To expose Informati Accessible MSET, Sufficient Insufficient Manufacturing manufacturers on and relevant, MIIC resources – resources Strategy – and facilitate accessibili innovative, human, available Innovative and access to ty of and cleaner financial and within clean relevant, relevant, technologies technology schedule technologies in innovative, innovativ for manufacturing and cleaner e, and manufacturin Clear, simple, Cumbersome Main actions technologies cleaner g and efficient , lengthy include: technolog procurement procurement ies processes and processes i. Facilitate the To be stated To be stated MSET, increased guidelines procurement of MIIC, DBJ Challenges innovative and Adequate and with cleaner serviceable accessing technologies, financing is appropriate equipment, and available technologies machinery and through Technologies machinery affordable and machinery financing (use and accessible of existing and cost energy sector effective incentives – 483 Sector Strategy: Increase exposure and access by manufacturers to relevant, Sector Strategy Outcome: Manufacturers are adequately exposed to and can access innovative, and cleaner production technologies relevant, innovative, and cleaner technologies Aligned SDG Targets: 8.4, 9.4 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date zero rated taxes) Sector Strategy: Promote environmental awareness in the manufacturing sector as a Sector Strategy Outcome: An environmentally aware and efficient manufacturing sector means of improving efficiencies Aligned SDG Targets: 8.4 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Environmental Awareness based Efficiencies

5. National To promote Environm An MIIC, Sufficient Insufficient Manufacturing environmental ental environment MEGJC, resources and resources Strategy – awareness in awarenes ally aware Private capacities – available Environmental the s in and efficient Sector human, within awareness manufacturing manufact manufacturin financial and schedule based sector towards uring g sector technology efficiencies in improving sector Insufficient manufacturing efficiencies increased stakeholder 484 Sector Strategy: Promote environmental awareness in the manufacturing sector as a Sector Strategy Outcome: An environmentally aware and efficient manufacturing sector means of improving efficiencies Aligned SDG Targets: 8.4 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Main actions Change buy-in include: Capacity management and/or ability to and to translate i. Promote improve Extent To be stated JMEA, demonstration environment regular efficiency environment MSET, of alignment al environmental based on al energy MIIC, between sustainability and energy environm audits environmentall practices into audits for ental promoted in y sustainable improved manufacturers sustainabi manufacturin practices and efficiencies in to improve lity g sector efficiencies in manufacturin energy practices manufacturing g efficiencies and increased international competitiveness ii. Promote the Extent ISO To be stated MIIC uptake of 14000 and international ISO 22000 standards and standards certifications promoted to ISO 14000 and manufacturer ISO 22000 s standards 485 Sector Strategy: Improve quality and relevance of training and accreditation at Sector Strategy Outcome: Strong linkages between education and training institutions educational and training institutions by strengthening linkages to the manufacturing and the manufacturing sector which fosters high-quality and relevant training and sector accreditation. Aligned SDG Targets: 9.2 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Alignment of training and accreditation with manufacturing sector needs

6. Alignment of 2009 2030 To improve Linkages Alignment of (Extent) Jamaican JANAAC, Sufficient Insufficient training and quality and between training and Change in Manufacturers NQI resources and resources accreditation relevance of education accreditation Jamaican (Firms) utilizing bodies & capacities – available with training and and with Manufacturer accreditation MIIC human, within manufacturing accreditation training manufacturin s (Firms) services financial and schedule sector needs in meeting institution g sector utilizing increased technology manufacturing s and needs accreditation Inadequate sector needs manufact services Evidence- stakeholder Main actions through uring based planning buy- include: strengthening sector and in/commitme linkages increased programming nt to i. Strengthen links between Extent To be stated MOEYI, partnerships between education and Aligning linkages HEART/N Partnerships educational and training quality between STA Trust, cultivated and training institutions and educational JTEC effectively institutions to and the relevance and training managed supply sector manufacturing of training institutions to skills sector and supply sector Change accreditat skills management ion with developed/o and clearly manufact perationalize defined results uring d and M&E ii.Develop and sector Extent links To be stated HEART frameworks strengthen links with HEART Trust for 486 Sector Strategy: Improve quality and relevance of training and accreditation at Sector Strategy Outcome: Strong linkages between education and training institutions educational and training institutions by strengthening linkages to the manufacturing and the manufacturing sector which fosters high-quality and relevant training and sector accreditation. Aligned SDG Targets: 9.2 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date with HEART needs Trust/NTA, NSTA, partnerships Trust/NTA, increased NCTVET, to MOE, and NCTVET, to certify MIIC programming certify training training programmes programmes developed and operationaliz ed Sector Strategy: Climate proof the sector as well as encourage adoption of hazard Sector Strategy Outcome: A climate proof manufacturing sector adopting hazard mitigation and emergency management practices mitigation and emergency practices Aligned SDG Targets: 13.2 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Climate Proofing and Hazard Risk and Emergency Management 487 Sector Strategy: Climate proof the sector as well as encourage adoption of hazard Sector Strategy Outcome: A climate proof manufacturing sector adopting hazard mitigation and emergency management practices mitigation and emergency practices Aligned SDG Targets: 13.2 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date

7. National To provide Access to A climate MIIC, Sufficient Insufficient Manufacturing regulatory resources proof MSET, resources and resources Strategy – framework and manufacturin MEGJC capacities – available Climate and support to capacities g sector human, within Proofing and climate proof for adopting financial and schedule hazard the climate hazard technology mitigation and manufacturing proofing, mitigation emergency sector and hazard and Change Lags in management in promote mitigation emergency management requisite manufacturing hazard and practices and changes in sector mitigation and emergenc stakeholder attitudes / Main actions emergency y buy-in Insufficient include: management managem buy-in to practices ent Affordable and support i. Develop increased Extent To be stated MIIC, cost efficient integration strategies that strategies to MSET, strategies and of climate will promote or promote MEGJC technologies proofing, and develop climate-smart available hazard climate-smart manufacturin mitigation manufacturing g practices and practices and and products emergency products developed/im management plemented practices in manufacturin g 488 Sector Strategy: Climate proof the sector as well as encourage adoption of hazard Sector Strategy Outcome: A climate proof manufacturing sector adopting hazard mitigation and emergency management practices mitigation and emergency practices Aligned SDG Targets: 13.2 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Cost-related barriers to uptake 489 National Outcome #12 “Internationally Competitive Industry Structures – Mining and Quarrying” Medium Term Strategic Policy Framework Overview National Outcome #12 “Internationally Competitive Industry Structure—Mining and Quarrying” provides a path for Jamaica to regain its competitiveness in the bauxite and alumina industry and take greater advantage of its other mineral resources such as limestone. The most important metallic mineral in the sector is bauxite, the ore from which alumina and aluminium are derived. The bauxite industry is, however, at a mature stage and is increasingly vulnerable to international competition and to fluctuations in the global economy and commodity markets. The mature stage of the sector has called for increased focus on diversification of the mining and quarrying industry to ensure global competitiveness and increase wealth creation. The development of value-added products based on limestone, which has the most diverse end- use structure of any industrial material, is among the emerging areas with high development potential. The national thrust to improve the international competitiveness of the mining and quarrying industry centres on a sustainable and inclusive approach to, among other things, build resilience, develop higher value production, and contribute to the sustainable development of mining communities. This development will be underpinned by responsible environmental stewardship. The medium-term strategies and programming under Medium Term Socio-Economic Policy Framework (MTF) 2021-2024 advance:  Strengthening the supporting framework for the development of the industry. This includes ensuring an appropriate policy and regulatory framework for the long-term development of the industry, strengthening of partnerships and linkages between the minerals sector and research and academic institutions and facilitation of training and accreditation.  Restoring the international competitiveness of the bauxite and alumina industry. This includes developing cost-efficient energy solutions for the bauxite and alumina industry, encouraging value-added production, rehabilitation of mined out lands and promoting higher levels of compliance with environmental standards. 490  Fostering the growth of the non-metallic minerals/industrial minerals sub-sector. This encompasses developing the non-metallic minerals sub-sector such as limestones and promoting the marketing of non-metallic minerals.  Enhancing the social responsibility and environmental stewardship of the sector. This incorporates the medium- to long- term focus on promoting compliance with relevant environmental standards and legislation, mining mineral resources with appropriate planning for the end use of land as well as improving the monitoring and enforcement of rehabilitation of mined-out lands. Medium Term Results and Policy-Driven Strategies and Development Programmes Table 12G below presents medium-term targets for “Internationally Competitive Industry Structures – Mining and Quarrying” and selected data. The medium term performance is based on the extent to which the expected policy-driven results from strategic programming and implementation are achieved (see next table). Partners in development contribute to the achievement of the medium-term targets by aligning their planning to the strategies and programmes. Table 12G. Table of Indicators: National Outcome #12 – “Internationally Competitive Industry Structures: Mining and Quarrying” National Outcome # 12 – Internationally Competitive Industry Structures - Mining and Quarrying National Baseline Actual Targets Outcome 2007 2012 2015 2018 2019 2020 2021 2012 2015 2018 2021 2022 2023 2024 2030 Indicators Percentage 14.65 - -2.7 84.5 - - - 2-4 2-4 1 1 change in 15.77 34.3 35.2 10.8 export earnings from the bauxite industry 491 The planned strategies and development programming for “Internationally Competitive Industry Structures – Mining and Quarrying” are aligned with SDGs 7, 8, 9, 12 and 15. Figure 12D - Alignment of National Outcome #12 “Internationally Competitive Industry Structure: Mining and Quarrying” and the SDGs SDG 7: Ensure SDG 8: Ensure access to access to affordable, reliable, affordable, reliable, sustainable and sustainable and modern energy for modern energy for all all SDG 9: Build SDG 12: Ensure resilient sustainable infrastructure, consumption and promote inclusive production and sustainable patterns industrialization and foster innovation SDG 15: Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss Table 12H shows the national and sector strategies and aligned programming that will be implemented by government and other partners in development over the period FY 2021/22 – FY 2023/24 to advance “Internationally Competitive Industry Structures – Mining and Quarrying” and aligned SDGs. Stakeholders are encouraged to align your planning to what is presented in the table. 492 Table 12H. National Strategies and Medium-Term Policy-Driven Sector Strategies, Programmes and Results – “Internationally Competitive Industry Structures: Mining and Quarrying” Sector Strategy: Ensure an appropriate policy and legislative framework for the Sector Strategy Outcome: An enabling and appropriate policy and legislative framework for the long-term development of the minerals industry long-term development of the minerals industry Aligned SDG Targets: 8.1, 8.2, 12.2 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Respons Estima Assumptions Risks/Limitat ible ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/i Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) es (000) -Programmes Start End Areas Date Date Development Area: Policy and legislative framework for development of the minerals industry

1. Policy and To create an Legislativ An enabling MTM Sufficient Insufficient legislative appropriate e and resources and resources framework for policy and framewor appropriate capacities – and development of legislative k for the policy and human, capacities – the minerals framework for long-term legislative financial, human, industry the long-term developm framework technology financial, development ent of the for the long- technology Main actions of the minerals minerals term Initiatives are include: industry industry development evidence- and Insufficient develope of the demand- stakeholder i. Finalize and Extent An addendum to MTM d minerals driven buy-in fully implement industry National the National the National Minerals Policy Mineral Policy is Enabling Disruptions Minerals Policy and Action developed giving Plan framework for owing to the more attention timely COVID-19 developed/imp to the Industrial development pandemic lemented Minerals sector 493 Sector Strategy: Ensure an appropriate policy and legislative framework for the Sector Strategy Outcome: An enabling and appropriate policy and legislative framework for the long-term development of the minerals industry long-term development of the minerals industry Aligned SDG Targets: 8.1, 8.2, 12.2 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Respons Estima Assumptions Risks/Limitat ible ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/i Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) es (000) -Programmes Start End Areas Date Date and Action of policy and and/or other Plan55 regulations shocks and their ii.Develop and % completion Industrial MTM implementatio implement the Minerals Policy n/enforcement Industrial developed Partnership Minerals Policy56 driven iii.Develop/Streng Extent Mining Mining Act MTM planning and then and Act reviewed and programming amended 55 To improve competitiveness through increases private sector participation, especially of Jamaicans, as well as increase transparency within the minerals sector; and create the framework to attract investment in the Industrial and Metallic Mineral subsector 56 To, among other things, promote transparency, accountability, and sustainability, as well as increase competition and investment. 494 Sector Strategy: Ensure an appropriate policy and legislative framework for the Sector Strategy Outcome: An enabling and appropriate policy and legislative framework for the long-term development of the minerals industry long-term development of the minerals industry Aligned SDG Targets: 8.1, 8.2, 12.2 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Respons Estima Assumptions Risks/Limitat ible ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/i Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) es (000) -Programmes Start End Areas Date Date implement the developed/im (schedule to be Mining Act plemented specified) Chance management, iv.Create an Extent To be stated MTM social enabling framework marketing and environment for mineral consensus (dynamic valorization building taxation/royalty developed/im prioritized model) for plemented mineral Sufficient valorization capacity to v.Develop and Extent policy To be stated MTM manage risks implement an framework to associated enabling policy diversify and framework to with new expand value diversify and chain waves of the expand value progression COVID-19 chain progression developed/imp pandemic lemented 495 Sector Strategy: Integrate long-term development of the minerals sector into the Sector Strategy Outcome: Long-term development of the minerals sector integrated into overall land use planning and management objectives of the country the overall land use planning and management objectives of the country Aligned SDG Targets: 15.3 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Integration of minerals sector and land management and planning

2. Integration of 2009 2030 To integrate Mechanis Enabling MTM Sufficient Insufficient minerals sector long-term ms for framework resources and resources and land development integratin for capacities – and management of the minerals g integrating human, capacities – and planning sector into the developm development financial, human, overall land ent of the of the technology financial, Main actions use planning minerals minerals technology include: and sector sector into Initiatives are i. Create a management into the the overall Extent To be stated MTM evidence- and Insufficient framework to objectives of overall land use framework demand- stakeholder increase the the country land use planning and for valued- driven buy-in manufacture of planning management added lime, hydrated and objectives of manufacturin Enabling lime, cement, managem the country g of framework for grout, thin-set, ent limestone timely boulders for objectives developed/im development coastal of the plemented of policy and protection, and country regulations slabs develope and their (commercial d and implementatio marble/recrysta available n/enforcement lized limestone) to for cladding, stakehold Partnership flooring, ers driven 496 Sector Strategy: Integrate long-term development of the minerals sector into the Sector Strategy Outcome: Long-term development of the minerals sector integrated into overall land use planning and management objectives of the country the overall land use planning and management objectives of the country Aligned SDG Targets: 15.3 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date furniture, and planning and other purposes programming ii.Establish Zones Extent Zones (a zoning created and To be stated MTM regime) for implemented resource for resource evaluation, evaluation, exploration, exploration, allocation, and allocation, protection and (mapping and protection land acquisition iii.Develop and Extent To be stated MTM implement Bauxite Land Bauxite Land Titling Titling Programme Programme (BLTP) (BLTP) 57 developed/im plemented 57 To provide land titles to persons that were resettled by bauxite mining companies 497 Sector Strategy: Boost research and development capabilities of industry players and Sector Strategy Outcome: Strong institutional capacity and research and development build institutional capacity capabilities of industry players Aligned SDG Targets: 9.5 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Research and Development / Institutional Capacity Building

3. Research and 2009 2030 To boost Access to Strong MTM Sufficient Insufficient Development / research and mechanis institutional resources and resources Institutional development ms and capacity and capacities – available capacity capabilities of tools for research and human, within building industry developin development financial, schedule Main actions players and g research capabilities technology include: build and of industry Insufficient i.Develop and institutional developm players Extent To be stated Initiatives are stakeholder implement the capacity ent Minerals for evidence- and buy-in Minerals for capabilitie Development demand- Development s Project driven Project increased developed/im plemented Mining and ii.Institute Framewor Extent Bachelor’s MTM quarrying is necessary ks for minerals Degree perceived as a minerals institution education programme in viable and education al programmes Quarry attractive programmes at capacity at universities Management industry for the universities building and other developed investment and other levels develope levels d developed/im 498 Sector Strategy: Boost research and development capabilities of industry players and Sector Strategy Outcome: Strong institutional capacity and research and development build institutional capacity capabilities of industry players Aligned SDG Targets: 9.5 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date plemented/in Bachelors’ Partnership stituted Degree driven Programme in planning and Quarrying programming Management rolled out in academic year 2021/22 iii.Build capacity Extent To be stated MTM and technical research and expertise in development bauxite red programme mud mineral developed/im extraction (rare plemented to earth minerals) build through a technical research and expertise in development bauxite red programme mud mineral extraction iv.Establish a Extent To be stated MTM National National Minerals Minerals Institute Institute 499 Sector Strategy: Boost research and development capabilities of industry players and Sector Strategy Outcome: Strong institutional capacity and research and development build institutional capacity capabilities of industry players Aligned SDG Targets: 9.5 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date developed/im plemented v.Develop and Extent Mined To be stated MTM implement the lands Mined lands Rehabilitation Rehabilitation Policy, Policy, Strategy Strategy and and Action Plan Action Plan developed/im plemented vi.Develop and Extent Mining The Jamaican implement a Cadastral Mining Mining System Cadastre Cadastral developed/im (JAMINCAD) System58 plemented officially launched 58 To facilitate online monitoring of mines and quarries, as well as increased efficiency in responding to environmental breaches. 500 Sector Strategy: Develop cost-efficient energy solutions for the metallic and non- Sector Strategy Outcome: Cost-efficient energy metallic and non-metallic minerals sub- metallic minerals sub-sectors sectors Aligned SDG Targets: 7.3 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Cost-efficient energy

4. Cost-efficient 2009 2030 To Develop Access to Strong MTM Sufficient Insufficient energy cost-efficient cost- framework resources and resources solutions energy efficient for energy capacities – available Main actions solutions for energy cost- human, within include: the metallic solutions efficiency in financial, schedule i. Use the annual and non- for the the metallic Outcome: To be stated technology productivity metallic metallic and non- Extent energy Insufficient plan to drive a minerals sub- and non- metallic efficiency and Initiatives are stakeholder progressive sectors metallic minerals sub- co-generation evidence- and buy-in reduction in minerals sectors increased in demand- share of energy sub- bauxite driven in the overall sectors industry bauxite and increased Extent annual To be stated Enabling cost structure productivity framework for by increasing plan utilized timely energy to reduce development efficiency and share of of policy and promoting co- energy in the regulations generation overall and their bauxite and implementatio cost structure n/enforcement ii.Coordinate Extent energy To be stated MTM conversion of diversificatio Partnership energy sources n in driven 501 Sector Strategy: Develop cost-efficient energy solutions for the metallic and non- Sector Strategy Outcome: Cost-efficient energy metallic and non-metallic minerals sub- metallic minerals sub-sectors sectors Aligned SDG Targets: 7.3 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date at bauxite/alumi planning and bauxite/alumin na industry programming a plants with aligned with national national decisions on policy on diversification diversificatio of fuel supply n of energy and underlying supply and/or economics in cost- energy markets efficiencies linked to energy markets iii. Promote Extent To be stated retooling of targeted re- non-metallic tooling of minerals non-metallic operations to minerals introduce operations energy- with energy- efficient efficient equipment equipment including implemented variable speed motors 502 Sector Strategy: Develop cost-efficient energy solutions for the metallic and non- Sector Strategy Outcome: Cost-efficient energy metallic and non-metallic minerals sub- metallic minerals sub-sectors sectors Aligned SDG Targets: 7.3 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date iv.Encourage Extent To be stated more energy- targeted efficient energy- methods of efficient drilling, mechanisms/ blasting, tools/method loading, for drilling, crushing and blasting, transport loading, crushing, and transport implemented Sector Strategy: Provision of competitive infrastructure and technology Sector Strategy Outcome: Competitive infrastructure and technology Aligned SDG Targets: 9.4 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Infrastructure and technology 503 Sector Strategy: Provision of competitive infrastructure and technology Sector Strategy Outcome: Competitive infrastructure and technology Aligned SDG Targets: 9.4 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date

5. Competitivenes 2009 2030 To create a Access to Competitive ODPEM, Sufficient Insufficient s of framework for competiti infrastructur MLGRD resources and resources infrastructure providing ve e and capacities – available and technology competitive infrastruc technology in human, within infrastructure ture and the mining financial, schedule Main actions and technology technolog and technology include: in the mining y in the quarrying Insufficient i. Review and and quarrying mining industry Extent To be stated Initiatives are stakeholder establish industry and internal evidence- and buy-in internal quarrying transportatio demand- transportation industry n routes driven routes to increased developed/im enhance the plemented to Enabling competitiveness enhance the framework for of the minerals competitiven timely sector ess of the development minerals of policy and sector regulations ii. Ensure access Extent port and their to and facilities for To be stated implementatio development of shipping non- n/enforcement port facilities metallic for shipping of minerals Partnership non-metallic developed/fu driven minerals nctional 504 Sector Strategy: Provision of competitive infrastructure and technology Sector Strategy Outcome: Competitive infrastructure and technology Aligned SDG Targets: 9.4 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Extent access To be stated planning and to facilities programming for shipping non-metallic minerals by industry players Sector Strategy: Promote development of diversified value-added non-metallic Sector Strategy Outcome: A developed, diversified and economically feasible mineral and minerals products non-metallic mineral sub-sector Aligned SDG Targets: 8.1, 8.2 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Industry Diversification and Value Chain Management

6. Industry 2009 2030 To promote Access to Production of ODPEM, Sufficient Insufficient Diversification the framewor diversified MLGRD resources and resources and Value development ks and value-added capacities – available Chain of diversified mechanis non-metallic human, within Management value-added ms minerals financial, schedule non-metallic supportin technology 505 Sector Strategy: Promote development of diversified value-added non-metallic Sector Strategy Outcome: A developed, diversified and economically feasible mineral and minerals products non-metallic mineral sub-sector Aligned SDG Targets: 8.1, 8.2 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Main actions minerals g the products Insufficient include: products developm increased Initiatives are stakeholder i. Promote ent of Extent Minerals evidence- and buy-in investments in diversifie targeted mapping and demand- developing d value- programmes investment driven value added added to promote profiles products non- An enabling Investments completed Enabling metallic framework in developing framework for minerals for value added Economic timely products developing products Geological development increased diversified developed/im Assessment of policy and value-added plemented completed to regulations non-metallic established and their minerals standards implementatio ii. Promote the products Extent To be stated n/enforcement growth of the initiatives to Industrial, promote Partnership metallic and growth of the driven Rare Earth Industrial, planning and Minerals Sector metallic and programming Rare Earth Minerals Sector developed/im plemented 506 Sector Strategy: Promote development of diversified value-added non-metallic Sector Strategy Outcome: A developed, diversified and economically feasible mineral and minerals products non-metallic mineral sub-sector Aligned SDG Targets: 8.1, 8.2 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date iii.Undertake Extent study study of of To be stated Geotechnical Geotechnical Hazards and Hazards and Mitigation of Mitigation of Negative Negative Impacts Impacts completed/fi ndings applied to policy and planning 507 National Outcome #12 “Internationally Competitive Industry Structures- Construction” Medium Term Strategic Policy Framework Overview Under the National Development Plan (NDP), the development pathway for National Outcome #12 “Internationally Competitive Industry Structures – Construction” is geared towards creating a competitive construction sector that supports sustainable development with the flexibility to adopt and adapt new construction technologies. This outcome covers the constructions and installation sector, which has many linkages with other sectors in the domestic economy. The main components of the sector include residential construction, non- residential construction such as schools, hotels, electrical and water installations. Vision 2030 Jamaica recognizes the role that the construction sector has played in building the Jamaica we inhabit today. Buildings, highways, bridges, roads, and other infrastructure represent outputs of the construction sector. They are key components of the built environment that defines the society, representing history, heritage and tradition, continuity, and change. With a view to improve long-term international competitiveness, the strategic framework under Vision 2030 Jamaica provides the means by which the construction sector we want by 2030 is being developed. The medium-term strategies and programming advance continued focus on, inter alia, strengthening the policy, governance, and regulatory framework, aligning policy imperatives of the construction sector with other policies that affect the sector, and reducing the carbon footprint. 508 Medium Term Results and Policy-Driven Strategies and Development Programmes Table 12I below presents medium-term targets for “Internationally Competitive Industry Structures – Construction” and selected data. The medium term performance is based on the extent to which the expected policy-driven results from strategic programming and implementation are achieved (see next table). Partners in development contribute to the achievement of the medium-term targets by aligning their planning to the strategies and programmes. Table 12I. Table of Indicators: National Outcome #12 - “Internationally Competitive Structures: Construction” National Outcome # 12 – Internationally Competitive Industry Structures: Construction National Outcome Baseline Actual Targets Indicators 2007 2012 2015 2018 2019 2020 2021 2012 2015 2018 2021 2022 2023 2024 2030 Percentage change -0.26 2.93 -5.3 -0.5 -0.6 -6.2 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 in labour productivity of Construction and Installation Sector The planned strategies and development programming for “Internationally Competitive Industry Structures: Construction” are aligned with SDGs 8, 11 and 16. Figure 12E - Alignment of National Outcome #12 “Internationally Competitive Industry Structure: Construction” and the SDGs SDG 8: Promote SDG 11: Make cities sustained, inclusive and human and sustainable settlements economic growth, inclusive, safe, full and productive resilient and employment and sustainable decent work for all SDG 16: Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels The table 12J shows the national and sector strategies and aligned programming that will be implemented by government and other partners in development over the period FY 2021/22 – FY 2023/24 to advance “Internationally Competitive Industry Structures – Construction” and aligned SDGs. Stakeholders are encouraged to align your planning to what is presented in the table. 509 Table 12J. National Strategies and Medium-Term Policy-Driven Sector Strategies, Programmes and Results – “Internationally Competitive Industry Structures: Construction” Sector Strategy: Strengthen the policy and regulatory environment and capital for the development of Sector Strategy Outcome: Strong policy and regulatory environment the Construction Sector and capital for development of the Construction Sector Aligned SDG Targets: 8.1, 8.3, 11.1, 16.6 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsib Estim Assumptions Risks/Limita le ated tions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Policy and Regulatory Environment and Capital for Construction Sector

1. Development To strengthen Policy and Strong policy MEGJC Sufficient Insufficient of policy and the policy and regulatory and resources and resources regulatory regulatory framewor regulatory capacities – and environment environment k for environment human, capacities – and human and human constructi and capital financial, human, capital for capital for the on sector for technology financial, construction development improved development technology of the sector of the The regulatory construction Training Construction and institutional Disruptions sector Main actions and Sector frameworks are owing to the include: certificati relevant and COVID-19 i. Revise the on Extent Revised Policy MEGJC agile pandemic Construction opportuni revision of completed and/or Industry Policy ties to Construction (schedule to be Alignment of other shocks meet Industry stated) education and demand Policy training with from completed industry labour constructi and and 510 Sector Strategy: Strengthen the policy and regulatory environment and capital for the development of Sector Strategy Outcome: Strong policy and regulatory environment the Construction Sector and capital for development of the Construction Sector Aligned SDG Targets: 8.1, 8.3, 11.1, 16.6 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsib Estim Assumptions Risks/Limita le ated tions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date on sector operationaliz Implementation development increased ed Plan for the needs revised policy developed Instructional delivery modes cater to the ii.Establish and Extent Construction MEGJC range of operationalize Construction Advisory Board learning needs the Advisory established and student Construction Board resources Advisory Board established/o with multi- perationalize stakeholder d Sufficient composition capacity to iii.Develop and To be stated To be stated manage risks implement associated with plans and new waves of programming the COVID-19 for safety and pandemic security of the construction environment iv.Strengthen the To be stated To be stated GoJ Procurement Framework 511 Sector Strategy: Strengthen the policy and regulatory environment and capital for the development of Sector Strategy Outcome: Strong policy and regulatory environment the Construction Sector and capital for development of the Construction Sector Aligned SDG Targets: 8.1, 8.3, 11.1, 16.6 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsib Estim Assumptions Risks/Limita le ated tions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date (rules, regulations etc.) as applies to the Construction Sector v.Create a Extent skills To be stated globally and competitive certification workforce for need of the construction construction sector met sector (including training) % Of targeted To be stated construction labour force (number of workers) employed in sector 512 Sector Strategy: Establish a licencing and improved registration system for contractors Sector Strategy Outcome: Effective licencing and registration system for contractors and and professionals in the construction industry professional in construction industry Aligned SDG Targets: 16.6 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimat Assumptions Risks/Limita ble ed Costs tions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies (000) Programmes/Sub- n Indicator (s) 2024 (FY 23/24) Programmes Start End Areas Date Date Development Area: licencing and Registration System

2. Licencing and To establish a Framewor Effective MEGJC Sufficient Insufficient registration licencing and k and licencing and resources and resources system for improved access to registration capacities – and construction registration services system for human, capacities – industry system for for contractors financial, human, Main actions contractors licencing and technology financial, include: and and professional technology professionals registerin in The regulatory i.Establish in the g construction To be stated To be stated and Insufficient regulatory construction contracto industry institutional stakeholder framework for industry rs and frameworks buy-in registration of professio are relevant, professional nals in agile and Disruptions enterprises in constructi enforceable owing to the the on sector COVID-19 construction improved Change pandemic industry management and/or ii.Establish and To be stated To be stated MEGJC and other shocks strengthen institutional licencing strengthening authorities to are prioritized enhance quality standards of the Sufficient construction capacity to industry 513 Sector Strategy: Establish a licencing and improved registration system for contractors Sector Strategy Outcome: Effective licencing and registration system for contractors and and professionals in the construction industry professional in construction industry Aligned SDG Targets: 16.6 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estimat Assumptions Risks/Limita ble ed Costs tions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies (000) Programmes/Sub- n Indicator (s) 2024 (FY 23/24) Programmes Start End Areas Date Date iii.Align the To be stated To be stated manage risks national associated licencing with new authorities with waves of the international/re COVID-19 gional licencing pandemic bodies iv.Advocate that To be stated To be stated the CARICOM Single Market and Economy requirements for free movement of artisans are met by locally certified practitioners 514 National Outcome #12 “Internationally Competitive Industry Structures – Cultural and Creative Industries” Medium Term Strategic Policy Framework Overview National Outcome #12 “Internationally Competitive Industry Structures – Cultural and Creative Industries” represents the pathway towards and achievement of a developed cultural and creative economy. The economy will be driven by harnessing the creative talents of the Jamaican people, within areas of comparative advantage, towards producing uniquely Jamaican valuable and tradeable goods and services. The inclusion of the Cultural and Creative Industries (CCIs) among the nine industry structures highlighted under Vision 2030 Jamaica demonstrates the significance of their contribution to economic development, as the nine industries addressed do not represent an exhaustive list. It also demonstrates the importance of CCIs among the policy imperatives of government and within the framework of national development planning. Under Vision 2030 Jamaica, focus in given to strengthening governance and coordination of the cultural and creative industries towards greater levels of efficiencies, productivity and profitability within sustainable enterprises that generate employment and benefits to entrepreneurs, workers, and the wider society. There is also policy focus on strengthening the protections around intellectual property rights and the economic value of the products of Jamaica’s culture and creativity in local, regional, and global markets. The development of systems and processes for promoting greater level of inclusion and equity in access to opportunities for capacity building, capital, and networks and markets is among the main priorities. Vision 2030 Jamaica is evidence- and results- based, and the focus on evidence- based decision making and results-based management is interwoven in the policies and strategic programming for developing internationally competitive cultural and creative industries. Owing to lessons learned within the context of the COVID-19 pandemic, resilience, and agility of CCIs have become elevated among the considerations for sustainability of the industries and the income and social security of participants. Efforts to strengthen resilience and agility have been linked with ongoing interventions towards advancing technology enablement and integrating scientific innovation within production and marketing processes. MTF 2021-2024 continues the development and implementation of programming geared towards advancing the aforementioned strategies and policy imperatives. It builds on gains in strengthening regulatory and institutional frameworks and recognition of the economic growth potential of the sector. It also addresses gaps in performance and seeks to strengthen risk mitigation measures against vulnerabilities, including those brought to the fore during the COVID-19 pandemic. 515 Medium Term Results and Policy-Driven Strategies and Development Programmes Table 12K below presents medium-term targets for “Internationally Competitive Industry Structures – Cultural and Creative Industries” and selected data. The medium term performance is based on the extent to which the expected policy-driven results from strategic programming and implementation are achieved (see next table). Partners in development contribute to the achievement of the medium-term targets by aligning their planning to the strategies and programmes. Table 12K. Table of Indicators-: National Outcome #12 – “Internationally Competitive Structures: Cultural and Creative Industries” National Outcome #12 - Internationally Competitive Structures: Cultural and Creative Industries National Baseli Actual Targets Outcome ne Indicators 2007 2012 2015 2018 2019 2020 2021 201 2015 2018 2021 2022 2023 2024 2030 2 Growth Rate of 1.59 2.24 2.6 1.2 3.00 5.00 3.00 3.00 2 2 3 5.00 Recreational, (pro Cultural and v.) Sporting Activities The planned strategies and development programming for “Internationally Competitive Industry Structures: Cultural and Creative Industries” are aligned with SDGs 8, 9, 11 and 17. Figure 12F - Alignment of National Outcome #12 “Internationally Competitive Industry Structure: Cultural and Creative Industries” and the SDGs SDG 8: Promote SDG 9: Build resilient sustained, inclusive infrastructure, and sustainable promote inclusive economic growth, and sustainable full and productive industrialization and employment and foster innovation decent work for all SDG 11: Make cities SDG 17: Strengthen and human the means of settlements implementation inclusive, safe, and revitalize the resilient and global partnership sustainable for sustainable development 516 Table 12L shows the national and sector strategies and aligned programming that will be implemented by government and other partners in development over the period FY 2021/22 – FY 2023/24 to advance “Internationally Competitive Industry Structures – Cultural and Creative Industries” and aligned SDGs. Stakeholders are encouraged to align your planning to what is presented in the table. Table 12L. National Strategies and Medium-Term Policy-Driven Sector Strategies, Programmes and Results – “Internationally Competitive Industry Structure: Cultural and Creative Industries” Sector Strategy: Develop the creative economy including creating a framework Sector Strategy Outcome: Creative economy with coordinated and structured cultural and for coordinated and structured cultural and creative industries creative industries Aligned SDGs Targets: 8.1, 8.3 Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitatio nsible (‘000) ons ns Name Schedule/Dura Output Outcome Indicator (s) Target (s) tion Entity/ (s) (s) 2024 Start End ies Date Date Development Area: Framework for Development of the Creative Economy / Cultural and Creative Industries

1. Regulatory To develop Regulat Coordinate MCGE Sufficient Insufficient , Planning, the creative ory, d and S human, resources Institution economy planning structured financial al with , and cultural and and Insufficient Framewor coordinated instituti creative technolog stakeholder ks for and onal industries y support and Creative structured framew based on resources investments Economy / cultural and orks for strong Cultural creative coordin regulatory, The COVID-19 may and industries ation planning, regulatory impact all Creative and and and aspects of the Industries structur institutional institution entertainment Main actions e of the frameworks al industry and include: cultural framewor CCIs i. Develop and Extent policy/regulatory To be stated ks are policy/regu creative framework for Culture relevant latory industri and Creative Economy and agile framework es 517 Sector Strategy: Develop the creative economy including creating a framework Sector Strategy Outcome: Creative economy with coordinated and structured cultural and for coordinated and structured cultural and creative industries creative industries Aligned SDGs Targets: 8.1, 8.3 Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitatio nsible (‘000) ons ns Name Schedule/Dura Output Outcome Indicator (s) Target (s) tion Entity/ (s) (s) 2024 Start End ies Date Date Development Area: Framework for Development of the Creative Economy / Cultural and Creative Industries for Culture improve developed/operationaliz Partners and d ed support Creative the Economy developm ii. Develop Extent Business Plan for To be stated ent of the and the Cultural and cultural implement Creative Industy and Business developed/implemente creative Plan for d industries the Cultural Local and and foreign Creative partners/ Industy investors iii.Establish Extent NCCIC To be stated have and developed/operational confidenc operationa e in the lize the Jamaican National entertain Cultural ment and and cultural Creative and Industries creative Council products (NCCIC) to and are support 518 Sector Strategy: Develop the creative economy including creating a framework Sector Strategy Outcome: Creative economy with coordinated and structured cultural and for coordinated and structured cultural and creative industries creative industries Aligned SDGs Targets: 8.1, 8.3 Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitatio nsible (‘000) ons ns Name Schedule/Dura Output Outcome Indicator (s) Target (s) tion Entity/ (s) (s) 2024 Start End ies Date Date Development Area: Framework for Development of the Creative Economy / Cultural and Creative Industries developme willing to nt of the invest cultural and Sufficient creative capacity industries to iv.Develop Extent National Registry To be stated manage and of Entertainment and risks implement Creative Industry associate the Practitioners developed/ d with National operationalized new Registry of waves of Entertainm the ent and COVID-19 Creative pandemic Industry Practitione rs 519 Sector Strategy: Develop a comprehensive regulatory, institutional, and planning Sector Strategy Outcome: Comprehensive regulatory, institutional, and planning framework framework to facilitate and encourage the development of an internationally to facilitate and encourage the development of an internationally competitive entertainment competitive entertainment industry industry Aligned SDG Targets: 8.1, 8.3, 11.4 Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name Schedule/Dura Output Outcome Indicator (s) Target (s) tion Entity/ (s) (s) 2024 Start End ies Date Date Development Area: Entertainment Industry

2. Framewor To develop Develop Comprehen MCGE Sufficient Insufficient k for a ment of sive S human, resources Entertainm comprehen a regulatory, financial ent sive compre institutional and Insufficient Industry regulatory, hensive , and technolog stakeholder Developm institutional regulato planning y support and ent , and ry, framework resources investments Main actions planning instituti for include: framework onal, developing Partners COVID-19 may i.Establish for an and an Extent Entertainment Draft Policy developed support impact all Entertainm internation planning internation Policy framework and submitted to the aspects of the ent Policy ally framew ally strengthened Cabinet for approval developm entertainment and competitive ork for competitive Extent Entertainment Entertainment Industry ent of the industry Strategy entertainm an Entertainm Legislative framework Act developed and entertain ent industry internati ent Industry strengthened tabled ment onally industry ii.Establish Extent number of areas ≥5 Entertainment competi Entertainm for entertainment Zones designated and tive Local and ent Zones events increased built out Entertai foreign (Baseline, 2018/19, 1) nment partners/ iii.Develop industry investors and advance have implement d confidenc programmi e in the ng to Jamaican steamline 520 Sector Strategy: Develop a comprehensive regulatory, institutional, and planning Sector Strategy Outcome: Comprehensive regulatory, institutional, and planning framework framework to facilitate and encourage the development of an internationally to facilitate and encourage the development of an internationally competitive entertainment competitive entertainment industry industry Aligned SDG Targets: 8.1, 8.3, 11.4 Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name Schedule/Dura Output Outcome Indicator (s) Target (s) tion Entity/ (s) (s) 2024 Start End ies Date Date and entertain promote ment compliance product and and are formalizati willing to on of invest Entertainm ent sector: Sufficient Sub-actions capacity include: to a. Establish Outcome Indicator: manage Entertai risks % Change in individual 30% increase associate ment Registry and company (Baseline 2018/19, 20% d with registration increase) new b. Stage Outcome Indicators: waves of Business the % Change in cross 30% increase of COVID-19 sectoral projects related Entertain pandemic to Kingston Creative City (Baseline 2018/19, 20% ment increase) of Music, Film, Visual Symposia Art, Literary Arts Output Indicators: % Change in number of 30% increase Business of Entertainment symposia (Baseline 2018/19, 20% held increase) 521 Sector Strategy: Develop appropriate frameworks for improving business development and access to local, Sector Strategy Outcome: Strong frameworks for improving regional, and global markets for Jamaica’s cultural and creative industries business development and access to local, regional, and global markets for Jamaica’s cultural and creative industries Aligned SDGs Targets: 8.3, 8.9 Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitatio nsible (‘000) ons ns Name Schedule/Dura Output Outcome Indicator (s) Target (s) tion Entity/ (s) (s) 2024 Start End ies Date Date Development Area: Business Development in the Creative Economy / Cultural and Creative Industries (CCIs)

3. Business To develop Access Strong MCGE Sufficient Insufficient Developm appropriate by CCIs frameworks S, human, resources ent and frameworks to for Non- financial Trade for mechani improving govern and Insufficient Facilitation improving sms and business ment technolog stakeholder for business tools in developme partne y support and Cultural developme support nt and rs resources investments and nt and of access to Creative access to business local, Local and COVID-19 may Industries regional develop regional, foreign impact all (CCIs) and global ment and global partners/ aspects of the Main actions markets by and markets by investors CCIs include: Jamaica’s trade Jamaica’s have i. Advocate CCIs facilitati CCIs Extent advocacy To be stated confidenc for an on programmes and e in the equitable mechani interventions for Jamaican trade sms for equitable trade system cultural system, local, for entertainment and including regional, practitioners creative for free and developed/implemente products movement global d and are 522 Sector Strategy: Develop appropriate frameworks for improving business development and access to local, Sector Strategy Outcome: Strong frameworks for improving regional, and global markets for Jamaica’s cultural and creative industries business development and access to local, regional, and global markets for Jamaica’s cultural and creative industries Aligned SDGs Targets: 8.3, 8.9 Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitatio nsible (‘000) ons ns Name Schedule/Dura Output Outcome Indicator (s) Target (s) Entity/ tion (s) (s) 2024 Start End ies Date Date Development Area: Business Development in the Creative Economy / Cultural and Creative Industries (CCIs) of markets willing to entertainm increase invest ent d practitione Sufficient rs capacity ii.Support Extent (Capacity building) To to entreprene programmes/interventio be stated manage urship in ns to build capacity/the risks the enabling environment (Financing) To be associate cultural for entrepreneurship in stated d with and the cultural and creative new creative industries waves of industries developed/implemente the d COVID-19 iii.Develop Extent framework/plan To be stated pandemic and for community tourism Implement developed and programm implemented e to Extent stakeholder To be stated promote capacity built (training, community grant support etc.) to tourism provide community based tourism goods and services 523 Sector Strategy: Establish systems, structures, mechanisms and other Sector Strategy Outcome: Systems, structures, mechanisms and other arrangements for local arrangements for local and global marketing, promotion and distribution of and global marketing, promotion and distribution of Jamaica’s cultural and creative products Jamaica’s cultural and creative products and services and services Aligned SDGs Targets: : 9.5, 17.19 Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitatio nsible (‘000) ons ns Name Schedule/Dura Output Outcome Indicator (s) Target (s) tion Entity/ (s) (s) 2024 Start End ies Date Date Development Area: Framework for Development of the Creative Economy / Cultural and Creative Industries (CCIs)

4. Marketing, To establish Systems Systems, MCGE Sufficient Insufficient promotion systems, , structures, S, human, resources and structures, structur mechanism Non- financial and/or distributio mechanism es, s and other govern and technology n of s and other mechani arrangeme ment technolog enablement Jamaica’s arrangeme sms and nts for local partne y cultural nts for local other and global rs resources and and global arrange marketing, COVID-19 may creative marketing, ments promotion Sufficient impact all products promotion for local and technolog aspects of the and and and distribution y CCIs services distribution global of Jamaica’s enableme Main actions of Jamaica’s marketi cultural and nt in include: cultural and ng, creative sector i. Strengthen creative promoti products Extent systems for To be stated systems for products on and and developing digital developing and distribut services distribution and digital services ion of promotion of Jamaican distributio Jamaica’ music, video and fashion n and s developed/implemente promotion cultural d of and Jamaican creative music, product s and 524 Sector Strategy: Establish systems, structures, mechanisms and other Sector Strategy Outcome: Systems, structures, mechanisms and other arrangements for local arrangements for local and global marketing, promotion and distribution of and global marketing, promotion and distribution of Jamaica’s cultural and creative products Jamaica’s cultural and creative products and services and services Aligned SDGs Targets: : 9.5, 17.19 Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitatio nsible (‘000) ons ns Name Schedule/Dura Output Outcome Indicator (s) Target (s) tion Entity/ (s) (s) 2024 Start End ies Date Date Development Area: Framework for Development of the Creative Economy / Cultural and Creative Industries (CCIs) video and services fashion develop ed Sector Strategy: Strengthen data, statistical and monitoring and evaluation systems Sector Strategy Outcome: Strong data, statistical and monitoring and evaluation for evidence-based development of Jamaica’s cultural and creative industries systems for evidence-based development of Jamaica’s cultural and creative industries Aligned SDGs Targets: Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitatio nsible (‘000) ons ns Name Schedule/Dura Output Outcome Indicator (s) Target (s) Entity/ tion (s) (s) 2024 Start End ies Date Date Development Area: Framework for Development of the Creative Economy / Cultural and Creative Industries (CCIs)

5. Data, To Access Strong data, MCGE Sufficient Insufficient statistical strengthen to statistical S, human, resources and data, quality and STATI financial monitoring statistical data, monitoring N and Insufficient and and results- statistics and technolog stakeholder evaluation based , evaluation y support and (M&E) monitoring informat systems for resources investments systems and ion to evidence- and for evaluation inform based capacities 525 Sector Strategy: Strengthen data, statistical and monitoring and evaluation systems Sector Strategy Outcome: Strong data, statistical and monitoring and evaluation for evidence-based development of Jamaica’s cultural and creative industries systems for evidence-based development of Jamaica’s cultural and creative industries Aligned SDGs Targets: Development Programme Objective April 2021-March 2024 Area(s) & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitatio nsible (‘000) ons ns Name Schedule/Dura Output Outcome Indicator (s) Target (s) tion Entity/ (s) (s) 2024 Start End ies Date Date Development Area: Framework for Development of the Creative Economy / Cultural and Creative Industries (CCIs) Jamaica’s (M&E) develop developme COVID-19 may cultural systems for ment of nt of Access to impact all and evidence- the CCIs Jamaica’s quality aspects of the creative based increase CCIs data to CCIs industries developme d produce (CCIs) nt of statistics Main actions Jamaica’s include: cultural and Prioritizati i. Establish a creative Extent Culture and To be stated on of Culture industries Creative Industries evidence- and (CCIs) Satellite Account and Creative developed/implemente results- Industries d based Satellite managem Account ent in CCIs 526 National Outcome #12 “Internationally Competitive Industry Structures – Sport” Medium Term Strategic Policy Framework Overview Participation and excellence in sport is considered a part of the Jamaican identity. Jamaica and Jamaican athletes are known for global dominance in track and field as well as world leading and/or celebrated performances in sport ranging from netball, cricket, swimming, table tennis, badminton, and racing. Sport is also recognized as a major marketing tool for Jamaica, an entertainment product, and among the main contributors to economic development. Accordingly, it is included among the major industry structures with potential for global competitiveness in advancing Jamaica’s economic prosperity. Jamaica’s efforts to advance the achievement of National Outcome #12 “Internationally Competitive Industry Structures – Sport” is centred around the development of a regulated industry that provides social and income security to the range of stakeholders involved in the sector. This requires effective governance, partnership and collaboration based on clearly defined, communicated and enforceable rules and shared values and goals. Under MTF 2021- 2024, Jamaica will continue to balance the development of sport and opportunities to participate in competitive sport with public health concerns and adhering to protocols associated with the COVID-19 pandemic. The development of the sector’s competitiveness will be driven by strengthening intersectoral linkages, developing human capital and harnessing talent for global competitiveness in athletes, coaches and the range of skilled personnel that provide technical and administrative support. Bolstering systems for resilience and agility in response to shocks and crises from COVID-19 and any other challenges will also be an area of focus. There will be strengthening of provisions for health insurance and access to requisite medical and therapeutic personnel at sporting events. Jamaica will continue to engage the range of opportunities for partnerships, and technical exchanges available through sport diplomacy, its involvement in the membership of international sporting bodies as well as serving as host, participant and/or partner in sporting events. There will also be advanced efforts to strengthen the protections around the Jamaican sporting brand regarding its reputation as well as intellectual property rights. The county’s anti-doping strategy will be strengthened, including further developing governance frameworks and institutions, and building the capacity of stakeholders to support anti-doping efforts while protecting the rights of athletes. There will also be increased efforts to develop sustainable financing mechanisms around sport as well as advance equity and inclusion in distributing resources to sporting activities and in developing athletes across the various disciplines. This includes developing the facilities for providing financial support to student, 527 amateur and/or vulnerable athletes as well as sporting associations and clubs will also be prioritized. Through review of the National Sport Policy (2013) and application of the Results Framework and M&E System for Sport (2020), the measurement of the contribution of sport to economic development and social cohesion/peace will be advanced. Medium Term Results and Policy-Driven Strategies and Development Programmes Table 12M below presents medium-term targets for “Internationally Competitive Industry Structures – Sport” and selected data. The medium term performance is based on the extent to which the expected policy-driven results from strategic programming and implementation are achieved (see next table). Partners in development contribute to the achievement of the medium-term targets by aligning their planning to the strategies and programmes. Table 12M. Table of Indicators:- National Outcome 12 - “Internationally Competitive Industry Structures: Sport” National Baselin Actual Targets Outcome e Indicators 2007 2012 2015 2018 2019 2020 2021 2012 2015 2018 2021 2022 2023 2024 2027 2030 Note: No quantitative indicators are included for sport due to lack of data The planned strategies and development programming for “Internationally Competitive Industry Structures: Sport” are aligned with SDGs 3, 8 and 9. Figure 12G - Alignment of National Outcome #12 “Internationally Competitive Industry Structure: Sport” and the SDGs SDG 3: Ensure SDG 8: Promote healthy lives and sustained, inclusive promote well-being and sustainable for all at all ages economic growth, full and productive employment and decent work for all SDG 9: Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation Table 12N shows the national and sector strategies and aligned programming that will be implemented by government and other partners in development over the period FY 2021/22 – FY 2023/24 to advance “Internationally Competitive Industry Structures – Sport” and aligned SDGs. Stakeholders are encouraged to align your planning to what is presented in the table. 528 Table 12N. National Strategies and Medium-Term Policy-Driven Sector Strategies, Programmes and Results – “Internationally Competitive Industry Structure: Sport” Sector Strategy: Create an enabling environment for the development of an internationally Sector Strategy Outcome: An enabling environment for the development of an competitive sport industry internationally competitive sport industry Aligned SDG Targets: 3.5, 8.3, 9.1 Development Programme Objective April 2021-March 2024 Area & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘000) ons ons Name Schedule/Dura Output Outcome Indicator (s) Target (s) tion Entity/ (s) (s) 2024 Start End ies Date Date Development Area: Sport Industry development

1. Developm To establish Policy An enabling Sufficient Insufficient ent and an and environme human, resources promotion evidence- regulato nt for the financial of an based ry developme and Insufficient internation policy and framew nt of an technolog stakeholder ally regulatory ork for internation y support and competitiv framework the ally resources investments e sport for the develop competitive industry developme ment of sport Stakehold COVID-19 may Main actions nt of sport sport industry ers align impact all include: and and their aspects of i. Establish recreation recreati MCGE plans to sporting – policy and on S the from training regulatory strength National to hosting framework ened Sport events for sport: Policy and a. Develop Extent policy and National Sport Policy governan and regulatory framework reviewed and updated ce 529 impleme for sport Draft Policy on arrangem nt the developed/operational Safeguarding and ents regulator ized Protecting Children in y and Sport developed and Partners planning submitted to Cabinet for support framewo approval as Green Paper the rk Extent National Sport To be stated developm policy implemented ent of the ii.Promote Extent JADCO JADCO meets MCGE national regjulatory management process requirements of ISO S, sport compliance meets internationally 9001 –Quality JADCO industry with recognised quality Management System internation standards Local and al foreign standards/ partners/ certificatio investors n for anti- have doping in confidenc sport e in the a. Promote % Of cases disposed of 100% per fiscal year MCGE Jamaican complian within the specified S, sport ce with timeframe by the (Baseline 2018/19, 100) JADCO product the Anti- Independent Anti- and are Doping in Doping Disciplinary willing to Sport Panel and invest conventi Independent Anti- ons and Doping Tribunal Sufficient legislatio capacity ns to manage risks associate d with new waves of the 530 COVID-19 pandemic 531 Sector Strategy: Develop and package sport as a national product for domestic Sector Strategy Outcome: Sport is a competitive national product for domestic and and international trade international trade Aligned SDG Targets: 8.1, 8.3 Development Programme Objective April 2021-March 2024 Area & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘00 ons ons Name Schedule/Dura Output Outcome Indicator (s) Target (s) Entity/ 0) tion (s) (s) 2024 ies Start End Date Date Development Area: Sport Industry development

2. Domestic 2009 2030 To develop Mechani Sport is a MCGE Sufficient Insufficient and and sms and competitive S, human, resources Internatio package instituti national Sporti financial nal Trade – sport as a onal product for ng and Insufficient Sport competitive arrange domestic Assoc. technolog stakeholder Main actions national ments and Track y support and include: product for for internation Clubs resources investments domestic developi al trade and i. Establish and ng and other Stakehold COVID-19 may Strategic internation packagi partne ers align impact all Partnerships al trade ng rs their aspects of to develop sport as plans to sporting – the a the from training international competi National to hosting competitiven tive Sport events ess of sport: national Policy and a. Establish product Extent strategic ≥5 Memoranda of governan Sport for partnerships with Understanding ce Diplomac domesti other countries and established arrangem y c and multi-lateral agencies Jamaica participates in ents Program internati established forums etc., engages in me onal technical exchanges, and/or serves as a 532 trade member of international Partners strength sporting bodies support ened the ii.Support # Of entities receiving To be stated developm the sponsorship from ent of the developme government per Fiscal national nt of the year sport local sport # Of main sporting To be stated industry product events/entities and receiving corporate Local and services sponsorship annually foreign Extent relevant Sporting bodies for main partners/ institutional and emerging sporting investors arrangements disciplines are have available to support operational, sufficiently confidenc athlete resourced and offer e in the development/participa relevant technical and Jamaican tion in competition/ other support to sport governance of sporting athletes and other sport product disciplines practitioners, including and are referees and coaches (to willing to be specified) invest iii.Package Outcome Indicators: Jamaica's # Of ≥29 Sufficient sport Regional/international capacity product to events held in Jamaica (Baseline 2018/19, 9) to atract # Of participants ≥7000 manage investment risks iv.Establish a Extent to which Sport To be stated associate Sport Museum is developed d with Museum and operational new waves of the COVID-19 pandemic 533 Sector Strategy: Strengthen systems and mechanisms for promoting the health and Sector Strategy Outcome: Strong systems and mechanisms for promoting the health and welfare of sportsmen and sportswomen welfare of sportsmen and sportswomen Aligned SDG Targets: 3.8, 8.8 Development Programme Objective April 2021-March 2024 Area & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘00 ons ons Name Schedule/Dura Output Outcome Indicator (s) Target (s) Entity/ 0) tion (s) (s) 2024 ies Start End Date Date Development Area: Sport Industry development

3. Systems To Access Strong MCGE Sufficient Insufficient and strengthen by systems S human, resources/cap mechanis systems sportsm and financial acities ms for and en and mechanism and promoting mechanism sportsw s for technolog Insufficient the health s for omen to promoting y stakeholder and promoting provisio the health resources, buy-in welfare of the health ns and welfare and sportsmen and welfare promoti of capacities and of ng sportsmen sportswom sportsmen health and Demand- en and and sportswom driven Main actions sportswom welfare en and include: en improve accessible i. Establish d SDF, health Social NHF, and Protection TEF, welfare Framework CHASE provisions for for Athletes: sportsme 534 a. Establish Outcome Indicator: n and Jamaica 1600 sportswo # Of athletes covered Althletes men under Jamaica Insurance (Baseline 2018/19, 1500) Insurance athletes Plan Plan 535 Sector Strategy: Strengthen data, statistical and information systems for evidence- Sector Strategy Outcome: Strong data, statistical and information systems for based policy and planning for sport industry development and measuring the evidence-based policy and planning for sport industry development and measuring contribution of sport to national development the contribution of sport to national development Aligned SDG Targets: 3.8, 8.8 Development Programme Objective April 2021-March 2024 Area & Schedule/Duration (s) Development Results Respo Costs Assumpti Risks/Limitati nsible (‘00 ons ons Name Schedule/Dura Output Outcome Indicator (s) Target (s) Entity/ 0) tion (s) (s) 2024 ies Start End Date Date Development Area: Sport Industry development

4. Data, To Access Strong data, Sufficient Insufficient statistical strengthen to data, statistical human, resources/cap and data, statistic and financial acities informatio statistical al and information and n systems and informat systems for technolog Gaps in data for the information ion evidence- y quality and Sport systems for systems based resources, availability Industry evidence- for policy and and Main actions based evidenc planning for capacities include: policy and e-based sport i. Develop planning for policy industry Extent National Results Sport Research Agenda MGCE Quality and sport and developme Framework & developed (incl. Gap S, data implement industry planning nt and Monitoring and M&E Analysis and Needs partne available National developme for sport measuring System for Sport Assessment Completed) rs within Results nt and industry the developed/implement Performance schedule Framework measuring develop contributio ed Measurement & the ment n of sport to Framework built out Prioritizati Monitoring contributio and national on of and n of sport measuri developme Database of indicators evidence- Evaluation to national ng the nt developed and based (M&E) contribu populated decision 536 System for developme tion of Mid-Term Evaluation of making Sport nt sport to National Sport Policy and national completed results- improve based Contribution of sport to d managem national development ent in measured governme nt 537 National Outcome #12 “Internationally Competitive Industry Structures – Information and Communications Technology” Medium Term Strategic Policy Framework Overview National Outcome #12—Internationally Competitive Industry Structures: Information and Communications Technology (ICT) focuses on the development of ICT as an industry. This development centres on the advancement of an ICT industry that achieves sustained global competitiveness, driven by private sector investment, and enhances the productivity of the country’s goods and services producing sectors. In addition to its role as an internationally competitive industry, ICT also serves as an enabler of all other sectors and industries, including governance, and is recognized as a major contributor to national development – ICT for development (ICT4D). The integration and use of ICT is seen as a representation of modernization and responsiveness to the demand for agility, adaptation, and innovation in an increasing interdependent global economy. It serves as the basis for the transition to a digital and knowledge society which enables the leveraging of human, institutional, cultural, and environmental capital in producing demand-driven value-added goods and services. Under Vision 2030 Jamaica, ICT covers the information technology industries, telecommunications industries, and the broadcast media. It is aligned with and contributes to the advancement of several areas including education, governance, science, technology, and innovation as well as the cultural and creative industries. Strategies for the development of the telecommunications network are also included in National Outcome #9 “Strong Economic Infrastructure”; and the role of ICT in innovation and as an enabler to advance other sectors is captured under National Outcome #11 “A Technology-Enabled Society”. The strategic approach for the development of the industry aims to create an efficient and enabling business environment and infrastructure which can support the development of value-added production in a range of ICT industries where competitive advantages already exist or may be built in the future. 538 The medium term socio-economic policy framework for ICT for 2021-2024, and its theory of change, continues to advance the development agenda commenced under previous MTFs. The package of priority strategies and actions to be pursued will focus on the following, among areas:  Creating an appropriate policy and regulatory environment conducive to investments in ICT and network development  Proliferating and promoting the delivery of first class easily accessible and secure e- government services  Retrofitting and expanding community access points with renewable energy towards improving efficiencies and reducing costs of access to the internet within communities whilst at the same time increasing the number of persons with access to the internet The medium-term strategies and programming advance continued focus on a research- oriented, technological, market-driven, and private sector led revolution, which revitalizes rural communities, creates strong linkages with other sectors and emphatically repositions the sector in the national economy to focus on the production of high value commodities and contribute to national food security. Medium Term Results and Policy-Driven Strategies and Development Programmes Table 12O below presents medium-term targets for “Internationally Competitive Industry Structures – ICT” and selected data. The medium term performance is based on the extent to which the expected policy-driven results from strategic programming and implementation are achieved (see next table). Partners in development contribute to the achievement of the medium-term targets by aligning their planning to the strategies and programmes. Table 12O. Table of Indicators: National Outcome #12 – “Internationally Competitive Industry Structures: ICT” National Outcome # 12 – Internationally Competitive Industry Structures: ICT National Baseline Actual Targets Outcome 2007 2012 2015 2018 2019 2020 2021 2012 2015 2018 2021 2022 2023 2024 2030 Indicators ICT 60 105 60 60 56 Development Index (Rank) Networked 46 82 78 46 46 74 Readiness (p) Index (Rank) 539 The planned strategies and development programming for “Internationally Competitive Industry Structures - ICT” are aligned with SDGs 4, 8, 9 and 16. Figure 12H - Alignment of National Outcome #12 “Internationally Competitive Industry Structure: ICT” and the SDGs GOAL 8: Promote GOAL 4: Ensure sustained and inclusive and inclusive economic equitable education growth, full and and promote life- productive long learning employment and opportunities for all decent work for all GOAL 9: Build GOAL 16: Promote resilient peaceful and infrastructure, inclusive societies promote inclusive for sustainable and sustainable development, provide access to justice for all and build effective and inclusive institutions at all levels 540 Table 12P shows the national and sector strategies and aligned programming that will be implemented by government and other partners in development over the period FY 2021/22 – FY 2023/24 to advance “Internationally Competitive Industry Structures – ICT” and aligned SDGs. Stakeholders are encouraged to align your planning to what is presented in the table. Table 12P. National Strategies and Medium-Term Policy-Driven Sector Strategies, Programmes and Results – “Internationally Competitive Industry Structures: ICT” Sector Strategy: Create an appropriate policy and regulatory environment conducive Sector Strategy Outcome: Modern policy and regulatory environment conducive to to investments in ICT and network development investments in ICT and network development in support of a digital society Aligned SDG Targets: 9.b, 9.c Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: ICT Development, Access and Use

1. ICT To modernise Relevant A modern ICT 56 MSET Sufficient Insufficient Development the policies policy and Development resources – resources Access and Use government of and regulatory Index human, available Jamaica ICT modern framework (Rank) financial and within governance legislation for enabling technology schedule framework which investments, and support repeal, access and Stakeholder Insufficient increasing replace use of ICT buy-in and stakeholder investments, and participation buy-in access and use update of Information existing Effective and laws Change Communicatio Management ns Technology 541 Sector Strategy: Create an appropriate policy and regulatory environment conducive Sector Strategy Outcome: Modern policy and regulatory environment conducive to to investments in ICT and network development investments in ICT and network development in support of a digital society Aligned SDG Targets: 9.b, 9.c Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date (ICT) in all New laws Development sectors of the to govern of a economy and the ICT Knowledge/Di society sector gital Society and to remains a support priority the developm ent of a digital society 1.a Sub 2030 To create an Policy and Policy and Extent to Partial programme: ICT appropriate regulatory regulatory which Policy and policy and framewor framework relevant Regulation regulatory k that that supports regulatory/po framework supports ICT licy that supports ICT development framework ICT investme , investments developed development nts and and and in effect Main actions and the transition to include: investments transition a digital i. Promulgate the towards the to a society Extent ICT Act To be stated Information and country being digital promulgated Communication a digital society in agreed s Authority Act, society improved timeframe 2019 542 Sector Strategy: Create an appropriate policy and regulatory environment conducive Sector Strategy Outcome: Modern policy and regulatory environment conducive to to investments in ICT and network development investments in ICT and network development in support of a digital society Aligned SDG Targets: 9.b, 9.c Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date ii. Revise and Extent Partial implement the revision of ICT Policy ICT Policy completed/i mplemented iii. Implement an Extent Open Partial Open Data Data Policy implementation Policy implemented iv. Promulgate Extent Data Fully (100%) the Data Protection Protection Act Act in effect v. Develop and Extent Fully (100%) implement a Spectrum Spectrum Management Management Policy Policy developed vi. Develop and Extent Open Fully (100%) implement Source Open Source Software Software Policy Policy (formerly FOSS) developed 543 Sector Strategy: Create an appropriate policy and regulatory environment conducive Sector Strategy Outcome: Modern policy and regulatory environment conducive to to investments in ICT and network development investments in ICT and network development in support of a digital society Aligned SDG Targets: 9.b, 9.c Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date 1.b Sub To support the Access to Modern ICT Network 46 MSET, programme: ICT implementatio modern Infrastructur Readiness eGov Infrastructure n of a modern ICT e to support Index Development ICT system and System s digital Main actions integrated GOJ increased culture in include: Wide Area Jamaica i. Establish the Network Access to Extent ICT Partially created ICT Authority59 (GovNet) for integrate Authority – approx. 70% the country d GovNet created/oper of transitional that will ational activities for ICT facilitate a authority digital culture completed in doing business across government 59 To optimize government’s investment in ICT, transform ICT service delivery within the GOJ; and improve the ease of doing business 544 Sector Strategy: Expand universal access to ICT through the deployment of Community Sector Strategy Outcome: Universal Access to ICT through Community Access Points Access Points (CAPs) and community multimedia centres within publicly accessible (CAPs) and community multi-media centres in publicly accessible spaces spaces Aligned SDG Targets: 9.c Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Universal access to ICT

2. ICT Propagation 2009 2030 To support the Public Publicly ODPEM, Sufficient Insufficient propagation of access to accessible MLGRD resources – resources ICT throughout ICT tools ICT tools and human, available Main actions the society, and services financial and within include: particularly services technology schedule i. Increase and/or within increased # of CAP sites To Be Stated retrofit CAPS communities approved for Stakeholder Insufficient with renewable and solar buy-in and stakeholder energy educational readiness to buy-in ii. Create the New institutions Extent New To Be Stated engage ICT and/or Kingston Smart Kingston Smart services and capacity to City City products engage ICT Thoroughfare Thoroughfare services and developed/imp lemented products iii. Develop an Extent To Be Stated intelligent WIFI intelligent WIFI platform platform developed/imp lemented iv. Expand # of CAPs To Be Stated Community across the Access Points Country 545 Sector Strategy: Expand universal access to ICT through the deployment of Community Sector Strategy Outcome: Universal Access to ICT through Community Access Points Access Points (CAPs) and community multimedia centres within publicly accessible (CAPs) and community multi-media centres in publicly accessible spaces spaces Aligned SDG Targets: 9.c Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date v. Expand Public # of Wi-Fi Hot 6 new sites Wi-Fi spots across established – the Country 2022/23 5 new sites established - 2023/24 Sector Strategy: Proliferate and promote the delivery of first class easily accessible and Sector Strategy Outcome: First class easily accessible and secure e-government services secure e-government services Aligned SDG Targets: 16.6, 16.10 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ie Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) s (000) -Programmes Start End Areas Date Date Development Area: E-Government 546

3. Data Centre & 2021 2025 To upgrade the Access to First Class Sufficient Insufficient GovNet Project GOJ ICT upgraded GOJ ICT resources – resources infrastructure GOJ ICT infrastructur human, available Main actions (over the next infrastruc e for use of financial and within include: four (4) years) ture shared technology schedule i. Upgrade to increase the supportin services Extent Facility Fully upgraded eGovJa facilities to use of shared g use of across upgraded to and resilient Stakeholder Insufficient create/ support services across shared government Tier III data centre buy-in and stakeholder a GOJ Shared government services Standard Data Centre participation buy-in Service Data across upgrade Centre at Tier III governme completed 100% Effective Standard nt Extent Cloud Scalable Cloud change increased Infrastructure Infrastructure management capable of 100% supporting implemented Development GoJ shared of a and common Knowledge/Di services gital Society developed/im remains a plemented priority Extent Scalable GovMail GovMail implemented Platform 100% implemented ii. Develop and % completion Implementation implement a of a shared voice shared voice platform platform accessible to GOJ entities 100% iii. Design and Extent GoJ entities are eGovja implement the GovNet connected and government project are able to share wide area implemented data/informatio n and other 547 network resources Phase (GovNet) 60 1 completed iv. Implement Extent Gov Framework GOJ Closed Talk: Voice developed and User Group Services for services (CUG) all GOJ implemented Agreement entities developed/im plemented v. Roll-out of Extent Phase To be stated Cabinet phases II and II of GOJ office III of the GOJ portal portal (See developed/im National plemented Outcome #6 – Extent Phase To be stated Effective III of GOJ Governance portal developed/im plemented vi. Jamaica Data Extent Data exchange Exchange Jamaica Data Platform fully Platform Exchange provisioned for (JDXP) Platform use (JDXP) Developed/i mplemented 60 To support the integration of the GOJ ICT infrastructure – GOJ entities are connected and are able to share data/information and other resources 548 Sector Strategy: Integrate ICT in the administration of justice and law enforcement Sector Strategy Outcome: ICT-enabled administration of justice and law enforcement Aligned SDG Targets: Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsib Estima Assumptions Risks/Limitat le ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY (000) -Programmes Start End 23/24) Areas Date Date Development Area: ICT in the administration of justice and law enforcement

4. ICT 2009 2030 To develop Access to Strong cyber- MSET Sufficient Insufficient Infrastructure infrastructure cyber intelligence resources – resources Development: and build intelligenc and security human, available Security of ICT stakeholder e and infrastructur financial and within Systems capacity in cybersecu e and technology schedule Main Actions cyber rity capacity include: intelligence facilities, Effective i. Create and security tools and % Of targeted 100% MSET, MNS Change awareness towards training stakeholders Management about mitigating and to reduce more aware cybersecurity protecting ICT cybercrim of Development and systems es/cybera cybersecurity of a cybercrimes against cyber ttacks / cybercrimes Knowledge/Di among attacks/cyberc increased gital Society stakeholders rimes remains a ii. Establish the Extent Cyber To be stated MOEY/MSE priority Caribbean’s first Academy T Cyber Academy developed/o Relevant perational technology is iii. Implement the Extent Partial / MSET accessible and Cyber Security implementati 100% adaptable to Strategy on of Cyber completion of local reality Security the following: Strategy  Promulgatio n of 549 Sector Strategy: Integrate ICT in the administration of justice and law enforcement Sector Strategy Outcome: ICT-enabled administration of justice and law enforcement Aligned SDG Targets: Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsib Estima Assumptions Risks/Limitat le ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY (000) -Programmes Start End 23/24) Areas Date Date National Cyber Security Standards  National Critical Infrastructu re Protection Plan  Malware Lab iv. Implement an Extent early Full (100%) early warning warning completion of system which systems HoneyPot Early will assist in developed/im Warning protecting plemented Systems Jamaica’s cyber infrastructure 550 Sector Strategy: Develop education and skills capacity to support research and Sector Strategy Outcome: Jamaicans educated and trained for research and innovation in innovation in ICT ICT Aligned SDG Targets: 9.5 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY (000) -Programmes Start End 23/24) Areas Date Date Development Area: Education and training for research and innovation in ICT

5. ICT Propagation To develop Access to World-class MSET, USF Sufficient Insufficient education and education education resources – resources skills capacity and and training human, available to support training g to build financial and within research and to build capacity for technology schedule innovation in capacity research and ICT for innovation in Effective research ICT Change and Management innovatio n in ICT Development increased of a Main actions Sub-Indicators Targets Knowledge/Di include: include: gital Society i. Develop and # Of youth Target 200 – USF remains a implement trained under 2022/23 priority Technology the TAP Advancement annually Target 300 - Integration in Programme 2023/24 teaching/learni (TAP)61 ng of skill and 61 To increase learning opportunities to students by providing access to computers and other ICT equipment, supported by teachers trained in the effective use of such technology into the teaching/learning process. 551 Sector Strategy: Develop education and skills capacity to support research and Sector Strategy Outcome: Jamaicans educated and trained for research and innovation in innovation in ICT ICT Aligned SDG Targets: 9.5 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY (000) -Programmes Start End 23/24) Areas Date Date (Baseline 1000) competency Outcome: % of 80% building for TAP research and participants innovation is graduating the (Baseline 78) geared programme towards relevance, # of youths To be stated agility, and participating in application TAP Programme Sector Strategy: Establish full integration of ICT into the teaching and learning Sector Strategy Outcome: Full Integration of ICT into the teaching and learning processes processes at all levels at all levels Aligned SDG Targets: 4.4, 9.c Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Performance Measurement Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Integration of ICT in teaching and learning 552 Sector Strategy: Establish full integration of ICT into the teaching and learning Sector Strategy Outcome: Full Integration of ICT into the teaching and learning processes processes at all levels at all levels Aligned SDG Targets: 4.4, 9.c Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Performance Measurement Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date

6. Integration of 2030 To fully Access to Full Sufficient Insufficient ICT in teaching integrate ICT in ICT integration of resources – resources and learning the teaching integrate ICT in human, available and learning d teaching and financial and within Main actions processes at all teaching learning technology schedule include: levels and processes at i. Technology in learning all levels # Of teacher 8000 eLearning Effective Schools (TIS) processes tablets Jamaica Change Roll-out Project- at all imported/pro Company Management levels Limited Tablets for cured Teachers increased # Of teacher 8000 Development Programme tablets of a (TTP) distributed Knowledge/Di gital Society remains a ii. TIS Roll-Out # Of student 25000 priority Project – tablets Tablets in procured Integration in Schools teaching/learni ng of skill and competency 553 Sector Strategy: Establish full integration of ICT into the teaching and learning Sector Strategy Outcome: Full Integration of ICT into the teaching and learning processes processes at all levels at all levels Aligned SDG Targets: 4.4, 9.c Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Performance Measurement Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date # Of student 25000 building for tablets/lapto research and ps distributed innovation is geared towards relevance, agility, and application Sector Strategy: Develop Jamaica’s outsourcing industry Sector Strategy Outcome: Jamaica’s outsourcing industry developed Aligned SDG Targets: 8.2 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Outsourcing industry

7. Outsourcing To promote Regulator Jamaica’s Sufficient Insufficient industry strategy- and y outsourcing resources – resources development policy-driven framewor industry human, available Main actions development k for developed financial and within include: of Jamaica’s develope technology schedule 554 Sector Strategy: Develop Jamaica’s outsourcing industry Sector Strategy Outcome: Jamaica’s outsourcing industry developed Aligned SDG Targets: 8.2 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date i. Develop and outsourcing d of the Extent To be stated MEGJC Effective Insufficient implement the industry outsourci National Change change National ng Strategy for Management management Strategy for industry Development Development of develope of Jamaica’s Development Jamaica’s d/rolled- Outsourcing of a Outsourcing out Industry Knowledge/Di Industry developed/im gital Society Regulator plemented remains a ii. Develop and y Extent To be stated JAMPRO priority Implement the framewor National Five- National Five- k is year Global year Global enabling Digital Digital Services for Services Strategy62 stakehold Strategy er-driven developed/im develope plemented iii. Design and d of the Extent To be stated FCJ Construct industry targeted 750,000 square design/constr feet of BPO uction of BPO space space completed 62 To expand the business process outsourcing industry 555 National Outcome #12 “Internationally Competitive Industry Structures – Services” Medium Term Strategic Policy Framework Overview National Outcome #12 “Internationally Competitive Industry Structures—Services” advances the national effort to develop the international competitiveness of the services sector. The emergence of services as a driving force in modern economies, including Jamaica, has called for a strategic approach to harness robust and inclusive growth. Under Vision 2030, the areas of finance, business and distribution are covered together while other industries such as tourism and cultural and creative industries are covered under separate and distinct sections. Vision 2030 Jamaica calls for the development of high quality, knowledge-based financial, business and distribution services that are able to evolve and expand to achieve and maintain global competitiveness. Regarding the financial sector, the long-term development path encompasses a range of diversification options including offshore banking, mobilization of equity financing through the expansion of the role of the stock exchange, the provision of virtual banking and venture capital funding and offshore banking. The long-term strategic programme considers the impacts of the global financial crisis, which called for the strengthening of policies and regulations globally, and the COVID-19 pandemic and its role in accelerating the infusion of digitalization and e-commerce in routine business operations. Business services include real estate, consulting, and professional services. Vision 2030 Jamaica places emphasis on enhancing the modes, efficiency, and range of services offered by the business services industry towards improving its international competitiveness. The plan considers the impacts of global development which have affected the sector, including the liberalization of global and regional markets and the rapid expansion of telecommunication infrastructure in Jamaica. Regarding the distribution sector, the single largest sector in the Jamaican economy, strategic focus is given to enhancing competitiveness within the context of the entry of new companies and growth of small enterprises. The strategic response also considers trends such as mergers and consolidation among distribution chains, which increase competition for the local sector. The Covid-19 pandemic affected global supply chains, which had rippling effects on Jamaica. As such, the medium-term programming reflects the policy response to recover stronger from the shock while continuing to address existing issues and challenges. The medium-term strategies and programming also advance continued focus on diversifying the range of financial institutions and products, improving the operation of the financial sector through greater inclusion, education, and protection of economic actors. 556 Medium Term Results and Policy-Driven Strategies and Development Programmes Table 12Q below presents medium-term targets for “Internationally Competitive Industry Structures – Services” and selected data. The medium term performance is based on the extent to which the expected policy-driven results from strategic programming and implementation are achieved (see next table). Partners in development contribute to the achievement of the medium-term targets by aligning their planning to the strategies and programmes. Table 12Q. Table of Indicators- National Outcome #12 – “Internationally Competitive Industry Structures: Services” National Outcome # 12 – Internationally Competitive Industry Structures: Services National Baseline Actual Targets Outcome 2007 2012 2015 2018 2019 2020 2021 2012 2015 2018 2021 2022 2023 2024 2030 Indicators Growth 4.12 - 0.85 1 1.67 -4.9 2.25 ≥2.25 ≥2.25 ≥2.25 ≥2.25 ≥4.02 Rate of 0.15 Services (Finance and Insurance Services and Real Estate, Renting and Business Activities) (%) The planned strategies and development programming for “Internationally Competitive Industry Structures - Services” are aligned with SDG 8. Figure 12I - Alignment of National Outcome #12 “Internationally Competitive Industry Structure: Services” and the SDGs GOAL 8: Promote sustained and inclusive economic growth, full and productive employment and decent work for all 557 Table 12R shows the national and sector strategies and aligned programming that will be implemented by government and other partners in development over the period FY 2021/22 – FY 2023/24 to advance “Internationally Competitive Industry Structures – Services” and aligned SDGs. Stakeholders are encouraged to align your planning to what is presented in the table. Table 12R. National Strategies and Medium-Term Policy-Driven Sector Strategies, Programmes and Results – “Internationally Competitive Industry Structures: Services” Sector Strategy: Improve the operation of the financial sector through Sector Strategy Outcome: The financial sector operates with greater inclusion, education, and greater inclusion, education, and protection of economic actors protection of economic actors Aligned SDG Targets: 8.10 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsib Estim Assumptions Risks/Limitati le ated ons Name of Schedule/Duration Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub Start End Indicator (s) 2024 (FY 23/24) (000) -Programmes Date Date Areas Development Area: Financial Sector

1. Financial To Improve Access to Enabling Sufficient Insufficient Sector the operation mechanis framework resources and resources and Development of the financial ms and for financial capacities – capacities – Main actions sector through tools for inclusion, human, human, include: greater financial education, financial, financial, inclusion, inclusion, and technology technology i. Implement the 2021 2024 education, and education protection Extent Action The Action Plans Member Action Plans of protection of , and of economic Plans of the of the National Organizati Initiatives are Insufficient the National economic protection actors National Financial ons of the policy driven stakeholder Financial actors of Financial Inclusion National buy-in Inclusion economic Inclusion Strategy Council, Partnership Strategy actors Strategy implemented (to Steering driven increased developed/i be further Committe planning and mplemented elaborated/detai e and programming led) Financial 558 Sector Strategy: Improve the operation of the financial sector through Sector Strategy Outcome: The financial sector operates with greater inclusion, education, and greater inclusion, education, and protection of economic actors protection of economic actors Aligned SDG Targets: 8.10 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsib Estim Assumptions Risks/Limitati le ated ons Name of Schedule/Duration Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub Start End Indicator (s) 2024 (FY 23/24) (000) -Programmes Date Date Areas Inclusion Working Chance Groups management, social marketing and consensus ii. Strengthen the Extent Two companion JDIC, BOJ, building regulatory and regulatory/in pieces of FSC prioritized institutional stitutional legislation framework for framework developed for Sufficient depositor for depositor the supervision capacity to protection and protection of credit unions manage risks investor and investor by the Bank of associated compensation63 compensatio Jamaica (BOJ): with new n waves of the developed/i - The Credit COVID-19 mplemented Union (Special pandemic Provision) Bill submitted to the legislation committee - The Cooperative 63 The operations of credit unions fully under the supervisory and regulatory regime of the Bank of Jamaica (BOJ) 559 Sector Strategy: Improve the operation of the financial sector through Sector Strategy Outcome: The financial sector operates with greater inclusion, education, and greater inclusion, education, and protection of economic actors protection of economic actors Aligned SDG Targets: 8.10 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsib Estim Assumptions Risks/Limitati le ated ons Name of Schedule/Duration Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub Start End Indicator (s) 2024 (FY 23/24) (000) -Programmes Date Date Areas Societies Act amended - The Proposal for the establishment of compensation schemes for non-DTIs updated iii. Implement a Extent Financial literacy CAC financial financial campaign literacy literacy implemented in campaign campaign targeted including the developed/ schools64 delivery of implemented financial education programmes 64 Targeted schools adopting the financial literacy campaign as part of their curriculum and the programme remains active 560 Sector Strategy: Improve the operation of the financial sector through Sector Strategy Outcome: The financial sector operates with greater inclusion, education, and greater inclusion, education, and protection of economic actors protection of economic actors Aligned SDG Targets: 8.10 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsib Estim Assumptions Risks/Limitati le ated ons Name of Schedule/Duration Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub Start End Indicator (s) 2024 (FY 23/24) (000) -Programmes Date Date Areas for youth in schools iv. Develop the Extent policy To be stated MIIC, FTC policy framework to framework to encourage encourage fair fair competition competition through developed/i reduction in mplemented barriers to entry to the industry, especially in commercial banking65 v. Strengthen the Extent To be stated MIIC framework for framework supporting for supporting 65 To foster economic growth through the promotion of competition within industries, thereby facilitating the functioning of competitive markets which will ultimately lead to increased productivity, sustained economic growth and increased consumer welfare. 561 Sector Strategy: Improve the operation of the financial sector through Sector Strategy Outcome: The financial sector operates with greater inclusion, education, and greater inclusion, education, and protection of economic actors protection of economic actors Aligned SDG Targets: 8.10 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsib Estim Assumptions Risks/Limitati le ated ons Name of Schedule/Duration Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub Start End Indicator (s) 2024 (FY 23/24) (000) -Programmes Date Date Areas access to finance access to by MSMEs finance by MSMEs developed/i mplemented vi. Develop and Extent data To be stated MOFPS implement the infrastructure data for infrastructure measuring for measuring financial financial inclusion inclusion indicators indicators developed/i mplemented Sector Strategy: Diversify the range of financial institutions and products Sector Strategy Outcome: Diversified range of financial institutions and products Aligned SDG Targets: 8.1. 8.3, 8.10 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duration Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub Start End Indicator (s) 2024 (FY (000) -Programmes Date Date 23/24) Areas Development Area: Diversification of Financial Services and Products 562 Sector Strategy: Diversify the range of financial institutions and products Sector Strategy Outcome: Diversified range of financial institutions and products Aligned SDG Targets: 8.1. 8.3, 8.10 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duration Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub Start End Indicator (s) 2024 (FY (000) -Programmes Date Date 23/24) Areas

2. Investment To create a Regulatory and A range of Outcome: Jamaica MEGJC, Sufficient Insufficient /Economic regulatory and institutional financial added to MOFPS resources and resources Development institutional framework that institutions Global the GFCI capacities – available 66 framework supports and financial associate’s human, within that supports diversification products Centre Index list financial, schedule diversification in the range of expanded/di (GFCI) technology Sub-Programme in the range of financial versified Insufficient Area: Business financial institutions and Initiatives are stakeholder Productivity & institutions products policy driven buy-in Innovation67 and products developed Main actions Enabling include: framework for i. Develop Outcome: 5-10 entities JIFSA, the regulatory registered MIIC development, framework for under the adherence to development Internationa and and growth of l Financial 66 This programme supports the stimulation of export through integration with global supply and value chains, while establishing and maintaining international linkages for positioning Jamaica as an international financial services centre. 67 To increase Jamaica’s global logistics competitiveness and financial services offerings 563 Sector Strategy: Diversify the range of financial institutions and products Sector Strategy Outcome: Diversified range of financial institutions and products Aligned SDG Targets: 8.1. 8.3, 8.10 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duration Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub Start End Indicator (s) 2024 (FY (000) -Programmes Date Date 23/24) Areas International # Of entities Services enforcement Financial operating in framework of regulations Services IFS sector Partnership driven Extent 3 Bills JIFSA,MII planning and legislation passed: C programming developed/im plemented to Chance create special - Trusts - Limited management, Investment Liability social Vehicles for IFS Companies marketing and (LLC) consensus - IBC Bills building Regulations prioritized finalized for 3 passed Sufficient Bills capacity to manage risks associated with new waves of the COVID-19 pandemic 564 Sector Strategy: Strengthen the business environment for provision of services Sector Strategy Outcome: Strong business environment with institutionalized customer through improvements in the customer service culture service culture Aligned SDG Targets: 8.1 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub- n Indicator (s) 2024 (FY 23/24) (000) Programmes Start End Areas Date Date Development Area: Business Environment / Customer Service

3. Business To strengthen Access to Enabling Sufficient Insufficient environment / the business mechanis environment resources and resources Customer environment ms, tools, for improving capacities – available service for provision and customer human, within culture of services capacity service financial, and schedule through building culture technology Main actions improvements for include: in the improving Stakeholder i. Enhance the customer customer Extent To be stated JCSA buy-in capacity of the service culture service targeted Jamaica culture capacity Effective Customer increased building of change Service the Jamaica management Association Customer (JCSA) to Service Demand- support the Association driven development of (JCSA) programming a customer implemented service culture ii. Develop and Extent To be stated JCSA implement a national national customer customer service service campaign campaign 565 developed/im plemented Sector Strategy: Strengthen production and marketing of key service sectors Sector Strategy Outcome: Strong production and marketing of key service sectors Aligned SDG Targets: 8.1 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Production and marketing of key service sectors

4. Production and To strengthen Framewor An enabling MIIC Sufficient Insufficient marketing of production k for environment resources and resources key service and marketing productio for the capacities – available sectors of key service n and sustainable human, within sectors marketing development financial and schedule of key and growth technology services of the improved services Main actions sector include: i. Develop a To create a To Extent Inception MIIC National Service comprehensiv improve National Report Sector Policy e framework the Service completed to guide long enabling Sector Policy term environm developed/im Situation development ent and plemented analysis of the services achieve completed sector diversifica tion, Draft National address Services Policy regulatory and 566 gaps, Implementation improve Plan completed people skills, and strengthe n the national data managem ent system for the services sector 567 National Outcome #12“Internationally Competitive Industry Structures- Tourism” Medium Term Strategic Policy Framework Overview National Outcome #12 Internationally Competitive Industry Structures—Tourism gives focus to the national thrust to advance the sustainable development of the tourism industry towards improving its international competitiveness. Vision 2030 Jamaica recognizes the important role that the tourism industry plays in national development through, inter alia, income generation, job creation and foreign exchange earnings. Accordingly, in advancing the achievement of the national vision “Jamaica, the place of choice to live, work, raise families and do business”, the country is working towards building an inclusive, world class, distinctly Jamaican tourism industry that contributes to socio- economic and cultural development. The industry will be driven by a workforce that is well- educated, highly skilled and motivated at all levels, operating within a safe, secure, and sustainably managed environment. Strategic focus has been given to key areas to advance the planned long-term results and creating an enabling regulatory environment that is responsive and dynamic. Some of these strategies include:  Widening the participation in the tourism industry by local stakeholders  Improving training and working conditions at all levels  Promoting investment and economic linkages  Diversifying the tourism product, source markets and market segments  Strengthening the integration of tourism development with sustainable land use planning and environmental management While there has been some progress over the years, several issues and challenges continue to impact the development of the industry. These include: 568  the need for continued strengthening of the tourism product including upgrading infrastructure in resort areas and improving standards.  Inadequate linkages between tourism and the other sectors and industries  Need for greater inclusiveness to counter the development of tourism as an enclave industry and to widen the share of benefits derived from the industry by local residents and communities The industry has also been impacted by external shocks which have disrupted its growth and development. The 2007-2008 global financial and economic crisis, which occurred during the development of the National Development Plan (NDP), reduced the discretionary incomes in major source markets and affected the levels of arrivals and expenditure. This required shifts in the strategic policy direction to address the immediate to medium term impacts of the crisis while remaining focused on the long-term planned results. These adjustments were reflected in the NDP as well successive medium-term programmes to date. A similar approach was used in the medium-term period 2018-2021 due to the disruption caused by the Covid-19 pandemic and the measures employed to curb the spread such as social distancing, curfews, lockdowns, and closure of the border. As a service-based industry, which largely centres on the interaction of people, the industry was significantly impacted. The policy response to this shock has since evolved with a focus on recovery due largely to the effectiveness of vaccination programmes around the world, especially for key market segments, and the national effort. While the full impact of the pandemic is yet to be determined, the medium-term programme is informed by the latest available data and information. The medium-term strategies and programming continue to focus on, inter alia, developing diversified geographic resource markets, continuing to enhance the visitor experience though product development, deepening linkages between the tourism sector and other sectors such as agriculture, manufacturing, and the cultural and creative industries), strengthening the legislative and regulatory framework to protect workers’ health, safety, and other rights. Emphasis is also placed on ensuring that activities in the tourism sector are environmentally sustainable and that the sector implements strategies and actions that reduce the effects of a changing climate. 569 Medium Term Results and Policy-Driven Strategies and Development Programmes Table 12S below presents medium-term targets for “Internationally Competitive Industry Structures – Tourism” and selected data. The medium- term performance is based on the extent to which the expected policy-driven results from strategic programming and implementation are achieved (see next table). Partners in development contribute to the achievement of the medium-term targets by aligning their planning to the strategies and programmes. Table 12S. Table of Indicators-: National Outcome #12 - “Internationally Competitive Industry Structures: Tourism” National Outcome Indicators Baseline Actual Targets 2007 2012 2015 2018 2019 2020 2021 2012 2015 2018 2021 2024 2030 Percentage change in foreign 2.11 5.68 7.0 11 10.3 -62.6 66.8 ≥3.98 ≥3.98 ≥5.0 ≥5.0 ≥5.0 ≥4.1 exchange earnings from tourism Percentage change in visitor 1.3 0.85 2.1 5.1 8.4 -67.2 66.3 3.0 2.8 4.5 5.0 4.5 4.0 arrivals (stopover) Percentage change in visitor -11.8 17.3 10.2 -4 -15.9 -71.1 -84.2 2.5 4.6 5.0 5.5 5 6.0 arrivals (cruise) Percentage change in the 3.7 0.8 7.8 4.1 1.6 0.8 3.9 3.0 3.0 3 3.0 number of persons employed in the accommodations sector Travel and Tourism 48 76 76 Competitiveness Index (Report) The planned strategies and development programming for “Internationally Competitive Industry Structures: Tourism” are aligned with SDGs 8, 11, 12, 13 and 14. 570 Figure 12J - Alignment of National Outcome #12 “Internationally Competitive Industry Structure: Tourism” and the SDGs SDG 8: Promote SDG 11: Make cities sustained, inclusive, and human and sustainable settlements economic growth, inclusive, sage, full and productive resilient and employment and sustainable decent work for all SDG 12: Ensure SDG 13: Take urgent sustainable action to combat consumption and climate change and production patterns its impacts SDG 14: Conserve and sustainably use the oceans, seas, and marine resources for sustainable development 571 Table 12T shows the national and sector strategies and aligned programming that will be implemented by government and other partners in development over the period FY 2021/22 – FY 2023/24 to advance “Internationally Competitive Industry Structures – Tourism” and aligned SDGs. Stakeholders are encouraged to align your planning to what is presented in the table. Table 12T. National Strategies and Medium-Term Policy-Driven Sector Strategies, Programmes and Results – “Internationally Competitive Industry Structures: Tourism” Sector Strategy: Ensure that policy and legislative framework supports the competitive thrust of the National Strategy Outcome: Enabling policy and legislative framework industry for an internationally competitive Tourism industry Aligned SDG Targets: 8.9, 12.b Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Policy Planning and Development

1. Policy and 2021 2024 To develop Regulatio Strong policy MOT Sufficient Insufficient Legislative and ns, and resources and resources Framework promulgate standards regulatory capacities – available Development regulations, , and framework human, within Main actions standards and guidelines for financial and schedule include: guidelines for for developing technological i. Amend Tourist 2021 2023 tourism improving competitiven Extent Partial MOT Delays in Board Act68 initiatives and competiti ess of the amendment Approx. 60% of Timely development projects whose veness of tourism of Tourist process to development /promulgatio implementatio the product Board Act amend the Act and n of policies 68 To modernise and strengthen enforcement provisions within the Tourist Board Act. 572 Sector Strategy: Ensure that policy and legislative framework supports the competitive thrust of the National Strategy Outcome: Enabling policy and legislative framework industry for an internationally competitive Tourism industry Aligned SDG Targets: 8.9, 12.b Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date n will promote tourism completed/in completed by promulgation and international industry effect 2023 of policies and legislation competitivene strengthe legislation ii. Amend Travel ss of the ned Extent Bill amended Agency’s Act69 tourism amendment and in Regulatory industry of Travel effect/enacted framework is Agency’s Act by 2023 relevant, completed/in adaptable and effect agile iii. Amend Acts for Extent Bill amended Bath Fountain amendment and of St. Thomas of Acts for implemented by the Apostle and Bath 2023 Milk River Hotel Fountain of and Spa70 St. Thomas the Apostle and Milk River Hotel and Spa completed/in effect 69 To strengthen the act through the inclusion of procedures for the application and registration of travel agencies. 70 To facilitate the development and modernisation of the facilities through public-private partnership 573 Sector Strategy: Increase the levels of visitor satisfaction in Tourism Products and Services National Strategy Outcome: High visitor satisfaction with Jamaica’s Tourism Products and Services Aligned SDG Targets: 11.4, 12.b Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Visitor Satisfaction

2. Increased 2022 2026 To enhance Access to High visitor Outcome 4.7 by 2024 MOT Sufficient Insufficient Visitor the quality of quality satisfaction Indicator: resources and resources Satisfaction tourism tourism with Visitor capacities – available products and products Jamaica’s satisfaction human, within services and Tourism index financial and schedule Main actions towards demande Products and technological include: increasing the d by Services New variants levels of visitor visitors Recovery from of the Covid i. Build out satisfaction increased # Of Heritage Establish one the Covid 19 19 pandemic Cultural and Towns heritage town in Pandemic leading to Heritage Assets developed/es Bath, St. closure of tablished Thomas Strengthened the Industry # Of Refurbish Seville social contract Historic/Cultu Heritage Park regarding Natural ral/Heritage reducing Disasters sites visitor such as upgraded and harassment hurricanes maintained impacting # Of To be stated Strengthened the sector Wayfinding evidence- and Stations results- based Crime and developed/im management Violence plemented 574 Sector Strategy: Increase the levels of visitor satisfaction in Tourism Products and Services National Strategy Outcome: High visitor satisfaction with Jamaica’s Tourism Products and Services Aligned SDG Targets: 11.4, 12.b Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date ii. Develop and Extent DAFS DAFS of tourism impacting implement the developed/im implemented industry the sector Destination plemented and fully Assurance operational by Demand- Framework and 2024 driven tourism Strategy (DAFS) products and iii. Beautify Extent To be stated services, Destination targeted including focus Areas beautification on of encouraging Destination return visitors Areas implemented /completed iv. Develop and Outcome To be stated MOT implement Indicator: % Comprehensive Change in Anti- reports of harassment tourist Strategy & harassment Framework in Extent Comprehensive Negril, Ocho Comprehensi Anti- Rios and ve Anti- harassment Montego Bay Harassment Strategy & Strategy & Framework Framework developed and 575 Sector Strategy: Increase the levels of visitor satisfaction in Tourism Products and Services National Strategy Outcome: High visitor satisfaction with Jamaica’s Tourism Products and Services Aligned SDG Targets: 11.4, 12.b Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date developed/im implemented in plemented Negril, Ocho Rios and Montego Bay v. Develop and Extent Public 10 public implement the Beach beaches Public Beach Upgrade renovated Upgrade programme programme developed/im plemented vi. Establish Extent To be stated Artisan Villages Artisan and Villages gastronomic developed/im experiences plemented Extent To be stated gastronomic experiences developed/im plemented vii. Develop and Extent St. To be stated implement the Thomas St. Thomas Destination Destination Development Development and and Management 576 Sector Strategy: Increase the levels of visitor satisfaction in Tourism Products and Services National Strategy Outcome: High visitor satisfaction with Jamaica’s Tourism Products and Services Aligned SDG Targets: 11.4, 12.b Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Management Plan Plan developed/im plemented viii.Develop and Extent To be stated implement Destination Destination Management Management Plan for Plan for Negril Negril developed/im plemented Sector Strategy: Develop new tourism market segments and advance gains in the expansion of new Sector Strategy Outcome: Expanded Tourism Market Segments market segments Aligned SDG Targets: 11.4, 12.b Development Programme Area(s) & Objective (s) Limited to April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- n Indicator (s) 2024 (000) Programme Areas Start End Date Date Development Area: Tourism Market Expansion

3. Expand Tourism 2022 2026 To promote Access to Expanded Outcome Stopover and MOT Sufficient Insufficient Market and position promotio Tourism Indicator: % cruise arrivals resources and resources Segments Jamaica as a ns and Market Change in increased by capacities – available world-class marketing Segments stopover and 6.2% by 2024 human, within destination on cruise arrivals schedule 577 Sector Strategy: Develop new tourism market segments and advance gains in the expansion of new Sector Strategy Outcome: Expanded Tourism Market Segments market segments Aligned SDG Targets: 11.4, 12.b Development Programme Area(s) & Objective (s) Limited to April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- n Indicator (s) 2024 (000) Programme Areas Start End Date Date that offers Destinatio financial and visitors a n Jamaica technological New variants seamless in of the Covid Main actions tourism targeted Recovery from 19 pandemic include: experience new the Covid 19 leading to a i. Develop new 2022 2026 Extent new To be stated MOT built on our tourism Pandemic shut down in markets in markets Continents such unique natural markets developed Tourism as Asia, Africa & and cultural segments South America heritage increased ii. Expand the 2022 2026 assets. Extent To be stated MOT Jamaica Cares Jamaica Cares Program Program developed/im plemented iii. Develop Multi- 2022 2026 Extent multi- Multi MOT destination destination destination tourism concept tourism tourism concept concept developed by developed/im 2024 plemented iv. Enhance the 2022 2026 Extent To be stated MOT promotion of heritage- heritage-based based tourism tourism promoted 578 Sector Strategy: Increase innovation and entrepreneurial skills within the Tourism Industry Sector Strategy Outcome: Innovation and entrepreneurship driven Tourism Industry Aligned SDG Targets: 8.9 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Performance Measurement Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- on Indicator (s) 2024 (000) Programme Areas Start End Date Date Development Area: Innovation and Entrepreneurship in Tourism Industry

4. Develop 2021 2024 To develop Access to Enabling MOT Sufficient Insufficient Innovation and innovation and capacity environment resources and resources Entrepreneurial entrepreneuria building for capacities – available Skills within the l skills within and innovation human, within Tourism Sector the Tourism resources and financial and schedule Main actions Industry aimed supportin entrepreneur technological include: at producing g ship in the New variants i. Establish Tourism 2022 2026 /trading more innovatio tourism Extent Framework for MOT Recovery from of the Covid- incubator with of the higher n and industry Tourism the tourism the Covid-19 19 pandemic appropriate valued goods entrepren incubator incubator Pandemic leading to a training and services in eurship in developed/im developed shut down in programs 71 the Tourism the plemented Tourism Tourism value chain tourism incubator industry established increased ii. Establish Online 2022 2026 Extent Online Comprehensive Tourism Tourism suite of online Academy Academy tourism courses developed that leads to and certification implemented developed and 71 To support the development and commercialization of tourism-related ideas generated from the incubator 579 Sector Strategy: Increase innovation and entrepreneurial skills within the Tourism Industry Sector Strategy Outcome: Innovation and entrepreneurship driven Tourism Industry Aligned SDG Targets: 8.9 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Performance Measurement Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- on Indicator (s) 2024 (000) Programme Areas Start End Date Date accessible online iii.Develop and 2022 2026 Extent To be stated implement Human Human Capital Capital Strategy & Strategy & Framework Framework developed/im plemented Sector Strategy: Improve Jamaica’s ranking as a competitive destination Sector Strategy Outcome: Jamaica ranked among the top tourist destinations globally Aligned SDG Targets: 8.9, 12.b Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- on Indicator (s) 2024 (000) Programme Areas Start End Date Date Development Area: International Competitiveness of Tourism Industry

5. Strengthen To strengthen Strategic Internationall Outcome World Tourism MOT Sufficient Insufficient strategic strategic promotio y competitive Indicator: Travel resources and resources promotion of the promotion of n of Jamaican World Competitiveness capacities – available international the Jamaica Travel (WTTC) ranking human, 580 Sector Strategy: Improve Jamaica’s ranking as a competitive destination Sector Strategy Outcome: Jamaica ranked among the top tourist destinations globally Aligned SDG Targets: 8.9, 12.b Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- on Indicator (s) 2024 (000) Programme Areas Start End Date Date competitiveness international as an Tourism Tourism increased from financial and within of Jamaica’s competitivene internatio Industry Competitiv 69 to 60 by technological schedule tourism industry ss of Jamaica’s nally e Ranking 2024 Main actions tourism competiti Jamaica New variants include: industry ve utilizes an of the Covid i. Develop and 2022 2026 destinatio Extent To be stated MOT evidence and 19 pandemic implement n to local National results based leading to a National Tourism and Tourism approach to shut down in Competitiveness internatio Competitiven develop its Tourism & Export nal ess & Export competitivene Framework & partners/i Framework & ss Strategy nvestors Strategy increased developed/im The country plemented develops and ii. Data Governance Extent Data To be stated leverages its Framework for Governance comparative advantage the MOT and Framework supported by agencies72 for the MOT and agencies macro- developed/im economic, social stability plemented 72 To develop an Information Governance Framework to support evidence-based decision making as well as the development of policies and strategies. 581 Sector Strategy: Improve Jamaica’s ranking as a competitive destination Sector Strategy Outcome: Jamaica ranked among the top tourist destinations globally Aligned SDG Targets: 8.9, 12.b Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Durati Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- on Indicator (s) 2024 (000) Programme Areas Start End Date Date iii. Develop and 2021 2023 Extent To be stated and increased implement Tourism environmental Tourism Strategy Strategy and sustainability and Action Plan73 Action Plan and resilience developed/im plemented Recovery from the Covid 19 Pandemic Sector Strategy: Reduce environmental footprints per visitor Sector Strategy Outcome: Small visitor environmental footprint Aligned SDG Targets: 8.4, 8.9, 13.1, 14.7 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Sustainable Environmental Management of the Tourism Industry 73 To position the tourism sector for competitive-ness, sustainability, and resilience. 582 Sector Strategy: Reduce environmental footprints per visitor Sector Strategy Outcome: Small visitor environmental footprint Aligned SDG Targets: 8.4, 8.9, 13.1, 14.7 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date

6. Environmentall To promote Sustainabl Environment Outcome 100% reef MOT Sufficient Insufficient y Sustainable the e al sustainably Indicator: coverage in resort resources and resources Tourism management environm managed Extent areas by 2024 capacities – available Industry of the tourism ental tourism recovery on human, within industry in an managem industry environment financial and schedule environmentall ent in the al loss in technological 100% increase in y sustainable Tourism resort areas fish population in Increased manner industry resort areas by Frameworks drought and strengthe 2024 and strategies rainfall ned will be developed in Lack of Main actions schedule measuremen include: t framework i. Develop and Extent To be stated MOT Frameworks for implement Disaster Risk and strategies environment Disaster Risk Management will be al accounts Management Programme evidence- Programme for for the driven, results- the Tourism Tourism based, Sector74 Sector relevant, and developed/im adaptable plemented 74 To mainstream Disaster Risk Management strategies into tourism sector planning, policies and programmes. 583 Sector Strategy: Reduce environmental footprints per visitor Sector Strategy Outcome: Small visitor environmental footprint Aligned SDG Targets: 8.4, 8.9, 13.1, 14.7 Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date ii. Sustainable Extent To be stated Effects of Tourism Sustainable climate change Framework & Tourism to include Strategy75 Framework & drought and Strategy heavy rainfall developed/im will be minimal plemented iii. Establish a Extent To be stated Framework for Framework the for the Measurement Measuremen of Sustainable t of Tourism76 Sustainable Tourism developed/im plemented 75 To provide a framework for the development of sustainable tourism policies based on robust statistical data, to facilitate better monitoring and measurement of indicators towards the achievement of the SDGs 76 To use statistical indicators to measure the role of sustainable tourism and assess how it impacts on policy decisions. 584 Sector Strategy: Increase the locally generated share of the tourism value chain Sector Strategy Outcome: Globally comparable large share of the tourism value chain generated locally with greater retention of foreign exchange earnings in the domestic economy Aligned SDG Targets: 12.b Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date Development Area: Framework for deeper linkages between Tourism and other sectors

7. Tourism To strengthen Access to Strong MOT Sufficient Insufficient linkages the linkages opportuni linkages and resources and access by strengthening and facilitate ties cross- capacities – micro and Main actions business (mechanis sectoral human, small include: arrangements ms, business financial and producers/su i. Implement between the partnershi arrangement Extent To be stated technological ppliers across the Tourism Tourism sector ps, s between Tourism the country Networks and other key facilities Tourism and Networks Local sectors to Policy and sectors such as etc.) for other sectors Policy and have the opportunities Strategy local business Strategy capacity to for exposure agricultural related (Towards developed/im produce and/or and cross Increased plemented competitive interface manufacturing sectoral consumption goods and with buyers sectors networkin of local goods services for in the and services, g trade with the tourism creation of between employment Tourism Sector sector and/or the and increased inability of tourism retention of Effective micro- and and other foreign partnerships small local exchange are cultivated producers sectors earnings) and and suppliers increased maintained to compete through between the with larger the Tourism and players in the Tourism other local sectors 585 Sector Strategy: Increase the locally generated share of the tourism value chain Sector Strategy Outcome: Globally comparable large share of the tourism value chain generated locally with greater retention of foreign exchange earnings in the domestic economy Aligned SDG Targets: 12.b Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) 2024 (FY 23/24) (000) -Programmes Start End Areas Date Date linkages sectors with network demonstrated Local mutual suppliers benefits unable to meet demand of Tourism Sector Insufficient funding and other resourcing for developing competitiven ess of local linked sectors 586 National Outcome #13 “Sustainable Management and Use of Environmental and Natural Resources” Medium Term Strategic Policy Framework Overview Vision 2030 Jamaica – National Development Plan (NDP) demonstrates recognition of the importance of Sustainable Management and Use of Environmental and Natural Resources in promoting sustainable and inclusive social, economic, and environmental development. It recognizes the interdependence of environmental sustainability and socio- economic growth in advancing social and economic stability and social transformation towards the achievement of developed country status. Globally, “the integrity and functionality of vital natural assets” are becoming “increasingly compromised with 60 per cent to 70 per cent of the world’s ecosystems degrading faster than they can recover” (World Bank, 2022)77. This is situated within a context of increasing knowledge and tools for leveraging environmental capital towards sustainable consumption and production and developing circular, green, and blue economies. While there have been development gains in the Sustainable Management and Use of Environmental and Natural Resources, challenges exist. Gaps in air and water quality and the management of waste, and loss of biodiversity and watershed degradation, continue to be areas of concern. Also, adapting and agilely responding to the exigencies and emerging challenges associated with the post-COVID era and geo-political and other global dynamics are strategic considerations. The national strategic framework under this outcome places focus on the effective management of the country’s environmental and natural resources to ensure the continued provision of essential environmental goods and services. Specifically, attention has and continues to be given to:  Ensuring the necessary integration of environmental issues in economic and social decision-making policies and processes. This will be supported by inter alia an institutional framework to facilitate this integrated approach; effective communication between the environmental practitioners and economic policy makers to facilitate informed policymaking. 77 Environment Overview: Development news, research, data | World Bank 587  Developing and implementing mechanisms for biodiversity conservation and ecosystems management. This is based on the recognition that many of the country’s citizens depend on a range of services that are provided by ecosystems.  Developing an efficient, effective, and accountable governance framework for improving the capacity of environmental leadership of public and non-state institutions.  Integrated waste management to effectively manage all forms of waste including hazardous waste. This also includes enabling resource management as well as formulating and implementing effective management and disposal strategies. The medium term socio-economic policy framework for the sustainable management and use of environmental and natural resources for 2021-2024 continues to advance the development agenda which commenced under previous MTFs, including:  Creating a comprehensive policy, regulatory, and institutional framework for environmental management  Strengthening national capacity for biodiversity, ecosystems, and waste and pollution management, including governance, planning, financing, and multi-stakeholder partnerships  Developing systems and mechanisms for sustainable consumption and production  Advancing the blue, green, and circular economies  Promoting a whole-of-society approach to environmental sustainability, including increasing public awareness and education and partnerships on environmental issues  Improving data, statistical and information systems on the environment, including environmental data collection, to better guide policy decisions  Enhancing private sector involvement in environmental management Medium Term Results and Policy-Driven Strategies and Development Programmes Table 13A below presents medium-term targets for “Sustainable Management and Use of Environmental and Natural Resources” and selected data. The medium-term performance is based on the extent to which the expected policy-driven results from strategic programming and implementation are achieved (see next table). Partners in development contribute to the achievement of the medium-term targets by aligning their planning to the strategies and programmes. 588 Table 13A. Table of Indicators: National Outcome #13 – “Sustainable Management and Use of Environmental and Natural Resources” National Outcome # 13 – Sustainable Management and Use of Environmental and Natural Resources Actual Targets Baseline National Outcome Indicators 2007 2012 2014 2016 2018 2019 2020 2021 2012 2015 2018 2021 2022 2023 2024 2030 Environmental Performance 74.7 No No 54.4 58.3 77.02 58.58 48.2 ≥80 ≥82.2 ≥60.2 ≥60.2 ≥60.2 ≥60.2 ≥60.2 ≥80 Index (2006) data data (Score) The planned strategies and development programming for “Sustainable Management and Use of Environmental and Natural Resources” are aligned with SDGs 6, 12, 14 and 15. Figure 13A - Alignment of National Outcome 13 “Sustainable Management and Use of Environmental and Natural Resources” with SDGs SDG 6: Ensure availability and SDG 12: Ensure sustainable sustainable management of consumption and water and sanitation production patterns for all SDG 15: Protect, restore and promote SDG 14: Conserve sustainable use of and sustainably use terrestrial the oceans, seas and ecosystems, marine resources for sustainably manage sustainable forests, combat development desertification, and halt and reverse land degradation and halt biodiversity loss 589 Table 13B shows the national and sector strategies and aligned programming that will be implemented by government and other partners in development over the period FY 2021/22 – FY 2023/24 to advance “Sustainable Management and Use of Environmental and Natural Resources” and aligned SDGs. Stakeholders are encouraged to align your planning to what is presented in the table. Table 13B. National Strategies and Medium-Term Policy-Driven Sector Strategies, Programmes and Results – “Sustainable Management and Use of Environmental and Natural Resources” National Strategy 13-1: Integrate Environmental Issues in Economic and Social Decision-Making Policies National Strategy Outcome: Integration of Environmental Issues in and Processes Economic and Social Decision-Making Policies and Processes Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date Development Area: Mainstreaming Environmental Issues Sector Strategy: Implement best management practices for air, forest, ground and surface water, land, soils, marine Aligned SDG Targets: 12.2, 14.2, 15.1 resources and minerals resource consumption.

1. Develop 2009 2030 To implement Regulatio Improved MEGJC Sufficient Insufficient policies, plans best ns and resource human, resources and management policy, management financial and available programmes practices for plan and through technology within Main actions air, forest, program application resources, and schedule include: ground and me of best capacities surface water, managem practices in i. Develop and land, soils, ent regulation Extent Public Public Rights of Delays in implement a marine mechanis and policy, Rights of Way Way Access The policy policy Public Rights of resources and ms for planning and Access Management development development Way Access minerals environm programme Management Policy and Management ental management and Enforcement and Enforcement Policy tabled in 590 National Strategy 13-1: Integrate Environmental Issues in Economic and Social Decision-Making Policies National Strategy Outcome: Integration of Environmental Issues in and Processes Economic and Social Decision-Making Policies and Processes Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date Enforcement resource resource Policy Parliament as a process is on Insufficient Policy78 consumption consumpt developed/im White Paper schedule stakeholder ion plemented engagement aligned Policy with best development practice is stakeholder and demand - driven ii. Update and Extent National Land implement the National Land Policy revised National Land Policy Policy developed/im Five-year Action plemented Plan developed Development Area: Environmental Legislation Sector Strategy: Update, strengthen and implement relevant environmental legislation Aligned SDG Targets: 12.2, 14.2, 15.2 78 Effective management of the island beaches, particularly public beaches and, preservation of public rights to access rights 591 National Strategy 13-1: Integrate Environmental Issues in Economic and Social Decision-Making Policies National Strategy Outcome: Integration of Environmental Issues in and Processes Economic and Social Decision-Making Policies and Processes Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date

2. Strengthening 2009 2030 To increase the Environm Strong Extent to Environmental Forestry Sufficient Insufficient of capacity to ental regulatory which legislation Departme human, resources Environmental sustainably Legislatio environment environment developed/upda nt/MEGJC financial and available Legislation manage the n t for al legislation ted/operationali technology within nation’s advanced environment is zed in required resources, and schedule environmental and al developed/u timeframe capacities resources strengthe management pdated/opera Delays in through ned to tionalized (to be further The policy/legisla legislative support defined) policy/legislati tion developments Environm on development Main actions development include: ental Insufficient Managem process is on schedule stakeholder i. Develop and 2016 2024 ent Extent Amended Act Forestry engagement operationalize amended promulgated Departme Policy/legislati the Forest Act Forest Act nt on developed/o development perationalise is stakeholder d and demand - MEGJC driven ii. Develop and Extent Green implement a Investment Green Policy Investment developed/im Policy plemented 592 National Strategy 13-2: Develop and Implement Mechanisms for Biodiversity National Strategy Outcome: Effective Conservation of Biodiversity and Management of Conservation and Ecosystems Management Ecosystems Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date Development Area: Biodiversity Conservation and Ecosystems Management Sector Strategy: Adopt an Ecosystems Management Approach Aligned SDG Targets: 6.6, 12.2, 14.2, 14.7, 15.2, 15.9

3. Mechanisms 2009 2030 To develop Mechanis Improved NEPA Sufficient Insufficient for Biodiversity policies and ms for Biodiversity resources and resources Conservation mechanisms Biodiversi Conservation capacities – available and Ecosystems aimed at ty and human, within Management protecting Protectio Ecosystems financial and schedule Main actions Jamaica’s n and Management technology include: Biodiversity Ecosyste Policy and improving ms Policy development i. Develop and Ecosystems Managem # of/Extent To be stated development process is implement Management ent species process is on not on management/re develope recovery schedule schedule covery plans for d and programmes/ Suitable Gaps in species that are implemen plans and governance governance threatened and ted strategies arrangements arrangement endangered developed/ and s implemented 593 National Strategy 13-2: Develop and Implement Mechanisms for Biodiversity National Strategy Outcome: Effective Conservation of Biodiversity and Management of Conservation and Ecosystems Management Ecosystems Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date ii. Establish Head Extent Jamaican enforcement start/rewilding species Iguana, mechanisms programmes, recovery American sanctuaries, and programmes/ Crocodile and gene banks for plans and Plant (including targeted strategies orchids) species developed/im recovered (to be (crocodiles, sea plemented further turtles, orchids, specified) swallowtail butterflies etc.) iii. Develop and Extent Beach 8 activities implement a Access and (approx. 16%) of Beach Access Management process to and Policy develop Beach Management developed/im Access and Policy plemented Management Policy completed iv. Develop and Extent Protected Areas implement/ope Protected Policy rationalize Areas Policy developed Policy and developed/im Legislative plemented 594 National Strategy 13-2: Develop and Implement Mechanisms for Biodiversity National Strategy Outcome: Effective Conservation of Biodiversity and Management of Conservation and Ecosystems Management Ecosystems Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date Framework for Extent Protected Areas Protected Areas Protected legislation Areas developed legislation developed/im plemented v. Increase the Change in One additional coverage of Natural NRCA protected protected areas Resources area declared/ in relation to Conservation designated Jamaica´s Authority territory, (NRCA) including protected ecologically area sensitive coverage80 of areas79 important ecological areas 79 Protected areas declared/designated to address under-representation of coastal and marine, terrestrial and inland waters ecosystems 80 Square kilometres (Km2) and percentage (https://www.protectedplanet.net/en/thematic-areas/protected-areas-management-effectiveness-pame?tab=Results) 595 National Strategy 13-2: Develop and Implement Mechanisms for Biodiversity National Strategy Outcome: Effective Conservation of Biodiversity and Management of Conservation and Ecosystems Management Ecosystems Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date vi. Develop and Extent National implement targeted Ecosystems Restoration restoration Restoration Plan Plans for and developed targeted areas rehabilitation interventions developed/im plemented Two terrestrial and one coastal/marine restoration activities conducted vii. Expand Extent 6 activities watershed Watershed (17%) of draft protection Policy Watershed interventions in developed/im Policy degraded and plemented implemented severely within 5 target degraded WMUs 596 National Strategy 13-2: Develop and Implement Mechanisms for Biodiversity National Strategy Outcome: Effective Conservation of Biodiversity and Management of Conservation and Ecosystems Management Ecosystems Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date Wildlife Restoration/ Management rehabilitation Units (WMUs) Plan for 3 WMUs implemented viii. Develop and 2016 Extent Minimum 7000 Forestry 1.1 Inability to implement a National hectares (ha) of Departme million perform on- National Mangrove island’s nt ground Mangrove Forest mangroves verification Forest Management assessed & of some Management Plan mapped mangrove Plan developed/im areas plemented National Mangrove Forest Management Plan (NMFMP) developed Minimum one public stakeholder consultation held on NMFMP 597 National Strategy 13-2: Develop and Implement Mechanisms for Biodiversity National Strategy Outcome: Effective Conservation of Biodiversity and Management of Conservation and Ecosystems Management Ecosystems Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date ix. Develop and Outcome To be stated Sufficient The target implement Indicator: resources and may not be national capacities – met if strategic plan % Change in 5% NEPA/ME human to facilities for emissions number of GJC undertake the opted to source facilities monitoring their reduction in with 70% and technology Air Quality compliance compliance. and use management rate with Air cleaner Areas energy such Pollutant (AQMAs) 81 Discharge as LNG which may put Licences in them below targeted the threshold areas for an air pollutant discharge licence 81 Measures implemented for compliance monitoring, pollution prevention and control toward reducing air, water and land pollution in targeted (degraded/threatened) Areas 598 National Strategy 13-2: Develop and Implement Mechanisms for Biodiversity National Strategy Outcome: Effective Conservation of Biodiversity and Management of Conservation and Ecosystems Management Ecosystems Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date Development Area: Sustainable Water Resource Management Sector Strategy: Promote the sustainable management and use of water resources Aligned SDG Targets: 6.1, 6.2, 6.3, 12.2, 12.5

4. Water 2009 2030 To improve the Regulatio Reliable and MEGJC/ Sufficient Insufficient Resources regulation of ns for the sustained WRA resources – resources management the island’s managem water supply, human, available Main actions freshwater ent and sewage financial and within include: resources and use of treatment technology schedule uses water and disposal i. Implement the resources infrastructur Outcome 80% of Water Sector strengthe e Indicator: % population with Policy and ned Of population access to Action Plan82 with access potable water 82 Policy proposes that by 2030 all Jamaicans will have universal access to potable water. It also proposes to have a much more integrated approach to water resource management as well as the impact of climate change on the country’s water resources. 599 National Strategy 13-2: Develop and Implement Mechanisms for Biodiversity National Strategy Outcome: Effective Conservation of Biodiversity and Management of Conservation and Ecosystems Management Ecosystems Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date to potable by 2024 water (universal access by 2030) ii. Develop and Extent Water Water implement the Resources Resources Jamaica Water Master Plan Master Plan Resources developed/im finalized in Master Plan plemented required timeframe 600 National Strategy 13-2: Develop and Implement Mechanisms for Biodiversity National Strategy Outcome: Mechanisms developed and implemented for Biodiversity Conservation and Ecosystems Management Conservation and Ecosystems Management Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date Development Area: Ecosystem Restoration Sector Strategy: Reverse loss of environmental resources through restoration initiatives Aligned SDG Targets: 12.2, 14.2, 15.5

5. Development 2016 2030 To develop Restoratio Net gain in NEPA Sufficient Insufficient of policies and n environment resources – resources Environmental mechanisms initiatives al resources human, available Restoration aimed at develope through financial and within Initiatives protecting d and restoration technology schedule Main actions Jamaica’s implemen initiatives include: Biodiversity ted Adequate land Inability to and improving and seedling identify lands i. Undertake Ecosystems Area Minimum 400 available suitable for reforestation of Management (hectares) ha reforested reforestation denuded areas reforested activities annually to Area Minimum 800 Social support (hectares) ha maintained encumbranc sustainable maintained es on lands forest management Unfavourable weather/clim atic conditions 601 National Strategy 13-2: Develop and Implement Mechanisms for Biodiversity National Strategy Outcome: Mechanisms developed and implemented for Biodiversity Conservation and Ecosystems Management Conservation and Ecosystems Management Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date Minimum 1 (extreme million dry/drier seedlings seasons, low distributed & to no rainfall) planted 602 National Strategy 13-3: Develop Efficient and Effective Governance Structures for National Strategy Outcome: Efficient and Effective Governance Structures for Environmental Management Environmental Management Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date Development Area: Governance Structures Sector Strategy: Build capacity of environmental governance and institutional arrangements/structures (systems. Aligned SDG Targets: 12.8 processes, personnel etc.) and encourage transformational leadership

6. Development 2016 2030 To develop Policies Strong MEGJC Sufficient Insufficient of Efficient and policies and and framework resources and resources Effective mechanisms mechanis for delivering capacities – available Governance aimed at ms for efficient and human, within Structures improving the improving effective financial and schedule efficiency and the governance technology effectiveness efficiency structures for of governance and environment Technical structures for effectiven al support environmental ess of management network management governan received from ce relevant public structures bodies develope d and implemen ted Main actions include: 603 National Strategy 13-3: Develop Efficient and Effective Governance Structures for National Strategy Outcome: Efficient and Effective Governance Structures for Environmental Management Environmental Management Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date i. Strengthen the Extent Regulatory and regulation and separation of operational operations of regulatory functions of the solid waste and NSWMA management operational separated in institutions and functions of required processes the NSWMA timeframe developed/im plemented (Timeframe to be defined) ii. Advance the 2002 2030 # Of 4 Environmental framework for (Ongoi environment permits environmental ng) al permits obtained for permits to obtained for management of operate managing disposal sites disposal sites disposal sites 604 National Strategy 13-3: Develop Efficient and Effective Governance Structures for National Strategy Outcome: Efficient and Effective Governance Structures for Environmental Management Environmental Management Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date # Of disposal 6 disposal sites sites operating within operating the confines of within the the confines of environmental the permits environment al permits Sector Strategy: Support effective delivery of environmental education at all levels of the Jamaican education system and promote Aligned SDG Targets: 12.8 environmental awareness

7. Environmental 2009 2030 To deliver Access to Effective NSWMA Sufficient Insufficient Education environmental environm delivery of resources and stakeholder education at all ental environment capacities – buy-in Main actions levels of the education al education human, include: Jamaican increased at all levels of financial and Insufficient i. Sensitize the education at all the Jamaican % Of the 80% NSWMA technology resources population on system and levels of education population and promote the system Adequate the proper sensitized on capacities environmental Jamaican human disposal of solid Environment proper ways waste awareness education of solid waste resource system ally aware capacity citizenry disposal 605 National Strategy 13-3: Develop Efficient and Effective Governance Structures for National Strategy Outcome: Efficient and Effective Governance Structures for Environmental Management Environmental Management Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date Environm # Of public 3 Ongoing use ental education/s of social awarenes ensitization media s campaigns/s platforms to promoted essions engage conducted population across the island 606 National Strategy 13-3: Develop Efficient and Effective Governance Structures for National Strategy Outcome: Efficient and Effective Governance structures for Environmental Management Environmental Management Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date Development Area: Citizen participation in sustainable natural resources management Sector Strategy: Strengthen the capacity of local organizations to facilitate citizen participation in sustainable Aligned SDG Targets: 12.2, 12.8, 11.6 management of their local natural resources

8. Sustainable To strengthen Access to Strong local Sufficient Insufficient natural the capacity of capacity organizationa resources and resources resources local building l capacity to capacities – available management – organizations mechanis facilitate human, within local to facilitate ms and citizen financial and schedule organization citizen tools by participation technology capacity participation in local in Weak/low building sustainable organizati sustainable Projects/Progr stakeholder Main actions management ons management ammes are engagement include: of their local increased of their local demand- and buy-in at natural towards natural driven all levels i. Implement a 2016 2026 resources facilitatin resources # Of Minimum 30 Forestry Low or no range of g citizen alternative projects related Departme take up of sustainable participati forest to alternative nt project livelihoods on in livelihood forest livelihood opportunities projects in sustainabl projects activities (insufficient forest e supported awarded and proposals, dependent managem implemented poor quality communities ent of proposals) their local 607 National Strategy 13-3: Develop Efficient and Effective Governance Structures for National Strategy Outcome: Efficient and Effective Governance structures for Environmental Management Environmental Management Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date natural resources National Strategy 13-4: Manage all forms of waste effectively National Strategy Outcome: All forms of waste managed efficiently Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date Development Area: Waste Management Sector Strategy: Create an appropriate institutional framework for the integrated management of all types of waste, Aligned SDG Targets: 12.2, 12.4, 12.7 including development of a comprehensive waste management policy and associated standards and regulations 608 National Strategy 13-4: Manage all forms of waste effectively National Strategy Outcome: All forms of waste managed efficiently Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date

9. Waste 2016 2026 To create an Framewor Strong NSWMA Sufficient Insufficient Management appropriate k institutional resources and resources institutional (including framework capacities – available framework for policy, for human, within the integrated standards integrated financial and schedule management , and management technology of all types of regulation of all types of Insufficient waste, ) for waste Technical stakeholder including integrate support buy-in development managem network from of a ent of all relevant comprehensiv types of public/privat e waste waste e bodies management develope policy and d associated standards and regulations Main actions include: i. Conduct waste # Of waste 6 – 12 NSWMA characterization characteriza and generation tion and studies 609 National Strategy 13-4: Manage all forms of waste effectively National Strategy Outcome: All forms of waste managed efficiently Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date generation studies conducted per year Sector Strategy: Create incentives for the development of markets for waste (e.g., recycling, waste to energy etc.) Aligned SDG Targets: 12.1, 12.5, 12.6

10. Development To create Access to Markets for MEGJC, Sufficient Insufficient of markets for incentives for incentive Waste NSWMA resources and resources waste the for the capacities – within development developm human, schedule of markets for ent of financial and waste (e.g., markets technology Gaps in recycling, for waste communicati waste to increased Collaboration on and/or energy etc.) and active fulfilling roles participation and Main actions amongst responsibiliti include: es among 610 National Strategy 13-4: Manage all forms of waste effectively National Strategy Outcome: All forms of waste managed efficiently Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date i. Develop and Develop 100% NSWMA parties partners/key implement a proposals for involved stakeholders National the Programme for promulgation Roles and Insufficient the of regulations responsibilities buy-in from Environmentally under the of partners are the public Sound NSWMA Act, executed Management of 2001 to Public End-Of-Life govern effectively Pneumatic management engaged in Tyres of end-of-life social pneumatic marketing/cha tyres nge % Of targeted 100% management participation in public and sector specific education and awareness activities associated with the 611 National Strategy 13-4: Manage all forms of waste effectively National Strategy Outcome: All forms of waste managed efficiently Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date national programme # Of tyres 400,000 removed from Riverton disposal site ii. Develop and Pounds of 3,570,000 implement the plastic 3 Rs (Reduce, waste Reuse and separated Recycle) Initiatives: No. of 126 Plastic Waste communitie Separation s separating plastic waste 612 National Strategy 13-4: Manage all forms of waste effectively National Strategy Outcome: All forms of waste managed efficiently Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date No. of public 3 education/ sensitization carried out on plastic waste separation % Of 40% generated plastic waste separated and diverted from waste streams islandwide 613 National Outcome #14 “Hazard Risk Reduction and Adaptation to Climate Change” Medium Term Strategic Policy Framework Overview Jamaica is a Small Island Developing State (SIDS) with geography and geology that makes it especially vulnerable to both natural and man-made hazards. Resilience to all forms of hazards as well as adaptation to the worsening effects of climate change is therefore critical in achieving sustainable development and the long-term goals of Vision 2030 Jamaica and the Sustainable Development Goals (SDGs). Significant advancements have been made as it relates to both Hazard Risk Reduction and Adaptation to Climate Change. This includes strengthening the national framework for climate change adaptation and mitigation with Jamaica preparing and submitting a more ambitious Nationally Determined Contributions (NDC) which reflects increased greenhouse emissions targets particularly from the energy and forest sectors and in keeping with obligations under the Paris Agreement. The country has also made significant improvements in bolstering its disaster management and recovery framework through increased investments in mitigation and prevention as well as a series of alternative instruments for loss financing, commonly referred to as risk financing instruments. This includes the creation of a suite of disaster risk financing instruments, including the Contingent Credit Facility, the Catastrophe (CAT) Bond and the development of new parametric insurance policies accessible by individuals/groups. Other strategies include: ● The Development of a Disaster Risk Management (DRM) and Climate Change Adaptation Plan for several communities ● Infrastructure development to bolster the capacity to collect climate data and forecasting. This includes upgrading and modernisation of the hydrometeorological network to bolster the availability and accessibility of climate data, including the installation of a new Doppler Weather Radar. ● Upgrade of the seismograph network and the construction of a new seismic station to improve capacity to monitor and respond to seismic activity. MTF 2021- 2024 outlines four national strategies to advance Hazard Risk Reduction and Adaptation to Climate Change: ● Improve Resilience to all forms of hazards ● Improve emergency response capability ● Develop measures to adapt to climate change 614 ● Contribute to the effort to reduce the global rate of climate change Medium Term Results and Policy-Driven Strategies and Development Programmes Table 14A below presents medium-term targets for “Hazard Risk Reduction and Adaptation to Climate Change” and selected data. The medium-term performance is based on the extent to which the expected policy-driven results from strategic programming and implementation are achieved (see next table). Partners in development contribute to the achievement of the medium-term targets by aligning their planning to the strategies and programmes. Table 14A. Table of Indicators-: National Outcome #14 – “Hazard Risk Reduction and Adaptation to Climate Change” National Outcome # 14 – Hazard Risk Reduction and Adaptation to Climate Change Baseline Actual Targets National Outcome Indicators 201 201 201 201 202 202 201 201 201 202 202 202 202 203 2007 2 5 8 9 0 1 2 5 8 1 2 3 4 0 Hazard Damage 0.2 1.3 1.3 1.3 ≤1 3.4 0.8 - (2017 2.5 1.5 1.3 1.3 as a % of GDP[1] ) (p)83 (p) (p) 83 p stands for preliminary 615 The planned strategies and development programming for “Hazard Risk Reduction and Adaptation to Climate Change” are aligned with SDGs 1, 11, 12 and 13. Figure 14A - Alignment of National Outcome 14 “Hazard Risk Reduction and Adaptation to Climate Change” with SDGs SDG 11: Make cities and human SDG 1: End poverty settlements in all its forms inclusive, safe, resilient and sustainable SDG 12: Ensure SDG 13: Take sustainable urgent action to consumption and combat climate production change and its patterns impacts 616 Table 14B shows the national and sector strategies and aligned programming that will be implemented by government and other partners in development over the period FY 2021/22 – FY 2023/24 to advance “Hazard Risk Reduction and Adaptation to Climate Change” and aligned SDGs. Stakeholders are encouraged to align your planning to what is presented in the table. Table 14B. National Strategies and Medium-Term Policy-Driven Sector Strategies, Programmes and Results – “Hazard Risk Reduction and Adaptation to Climate Change” National Strategy 14-1: Improve resilience to all forms of hazards National Strategy Outcome: Resilience to all forms of hazards Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date Development Area: Legislative and Policy Framework strengthening Sector Strategy: Modernize the policy and legal framework related to hazard risk reduction Aligned SDG Targets: 1.5, 11.5, 11.b, 13.1, 13.2

1. Legislative and 2009 2030 To modernize Policy and An enabling MLGRD, Sufficient Insufficient Policy the policy and legal environment ODPEM human, resources Frameworks legal framewor to support financial and available Main actions framework k for resilience to technology within include: related to hazard hazards resources, and schedule. hazard risk risk capacities i. Develop a 2021 reduction reduction Extent National Risk MLGCD/O Comprehensive Comprehensi Assessment DPEM moderniz Modern National ed ve National Strategy and policy and Policy/Strategy/ Policy/Strateg Guidelines legal Regulatory y/Regulatory developed by framework Framework on Framework 2024 on Disaster Risk 617 National Strategy 14-1: Improve resilience to all forms of hazards National Strategy Outcome: Resilience to all forms of hazards Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date Disaster Risk Management Management84 developed/im plemented National Strategy 14-1: Improve resilience to all forms of hazard National Strategy Outcome: Resilience to all forms of hazard Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date Development Area: Hazard Resilience Sector Strategy: Use predictive tools for modelling, hazard data mapping and risk assessment Aligned SDG Targets: 11.b, 13.1 84 To ensure that Disaster Risk Management is mainstreamed in development planning across all sectors to adapt to climate change 618 National Strategy 14-1: Improve resilience to all forms of hazard National Strategy Outcome: Resilience to all forms of hazard Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date

2. Hazard Risks & To adopt a Evidence- An enabling MLGRD, Sufficient Insufficient Vulnerability systematic based environment ODPEM human, resources Assessments approach to resilience to support financial and available Main actions the use of and resilience to technology within include: hazard emergenc hazards resources, and schedule. information to y capacities i. Develop and 2021 2024 determine the response Extent Hazard National Risk institutionalize likelihood of capabilitie Risk/Vulnerab Assessment Evidence- Hazard Risk & hazard events s to all ility Strategy based Vulnerability occurring, forms of Assessments developed resilience Assessment magnitude and hazard, developed/ and Policy/Strategy consequences improved institutionaliz emergency Guidelines for Framework and ed response hazard prone Mechanisms areas developed . ii. Create and Extent NRIP NRIP developed JSIF/ODPE manage a developed/im and launched in M/NSDMB Database/ plemented required National Risk timeframe Information (timeframe to Platform (NRIP) be defined) Sector Strategy: Expand Early Warning Systems to reduce the risk of disasters from hazards Aligned SDG Targets: 13.1, 13.3 619 National Strategy 14-1: Improve resilience to all forms of hazard National Strategy Outcome: Resilience to all forms of hazard Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date

3. National 2021 2024 To establish Access to An enabling ODPEM, Sufficient Insufficient Readiness fast and stable data and environment MLGRD resources – resources Programme information informati to support human, available Main actions flows between on resilience to financial and within include: related hazards hazards technology schedule disaster increased i. Improve the 2021 2024 prevention to reduce Extent early Early Warning MSJ/ODPE Emergency warning Systems (EWS) M agencies, as risks Improved Communication well as the system installed in preparedness Systems /Early general public developed/im targeted , response, Warning when disasters plemented communities in and recovery Systems occur or are the required from the imminent. timeframe impact of (targeted disasters communities and/ or and required emergency timeframe to be incidents at a defined) national, ii. Develop and parish and Extent Communities ODPEM implement the community Tsunami Evacuation Plan Tsunami level. Readiness and signage Readiness Programme developed in Programme developed/im required plemented timeframe 620 National Strategy 14-1: Improve resilience to all forms of hazard National Strategy Outcome: Resilience to all forms of hazard Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date (required timeframe to be defined) National Strategy 14-2: Improve Emergency Response Capabilities National Strategy Outcome: Emergency Response Capabilities improved Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date Development Area: Disaster Risk Management and Adaptation to Climate Change Sector Strategy: Develop a comprehensive national disaster recovery framework Aligned SDG Targets: 1.5, 11.5, 11.b, 13.1 , 13.2, 13.b

4. National 2009 2030 To develop a Plans, An enabling ODPEM, Sufficient Insufficient Disaster comprehensiv SOPs and Environment MLGRD resources – resources Recovery e national coordinati for Disaster human, available Framework disaster on Resilience 621 National Strategy 14-2: Improve Emergency Response Capabilities National Strategy Outcome: Emergency Response Capabilities improved Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date Main Actions recovery mechanis (Preparednes financial and within include: framework ms for s and technology schedule (incl. plans, disaster Emergency i. Develop and standard prepared Response) Extent DRM St. Mary Parish implement operating ness and Plans are DRM Plan Disaster Risk procedures emergenc / developed/ developed Management (SOPs) and y implemented (DRM) Plans Comprehensi in all parishes coordination response ve national ii. Revise recovery mechanisms) strengthe disaster (Extent) Disaster phase of DRM at the national ned recovery National recovery to ensure and parish framework recovery capacity inclusiveness levels to capacity assessed and gender- strengthen assessment responsiveness disaster for preparedness inclusiveness, and emergency gender- response responsivene ss and alignment to resilient recovery completed 622 National Strategy 14-2: Improve Emergency Response Capabilities National Strategy Outcome: Emergency Response Capabilities improved Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date iii. Develop and Extent Special Special Apply Special Vulnerable Vulnerable Area Vulnerable Area Criteria Criteria applied Areas Selection are in 5 parishes Criteria developed/ap plied iv. Develop and Extent Special Special Area implement Area Precautionary Special Area Precautionary Plan template Precautionary Plans developed/finali Plan developed/ zed implemented for Specially Vulnerable Areas (SVAs) v. Develop Extent National National National Response Response Response Coordination Coordination Coordination Plan developed Plan Plan and approved developed /implemente d 623 National Strategy 14-2: Improve Emergency Response Capabilities National Strategy Outcome: Emergency Response Capabilities improved Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date vi. Develop and Extent Draft National implement National Earthquake National Hazard Hazard Scenario Plan Scenario Plans/ Scenario developed Natural Plans are National Disasters developed/ Earthquake Scenario Plans implemented scenario and (to enhance web-based disaster National preparedness Earthquake and Simulation response) Exercise developed vii. Develop and Extent National implement National Drought National Drought Scenario Plan Drought Scenario Plan (Final Draft) Scenario Plan developed/ implemented 624 National Strategy 14-3: Develop Measures to Adapt to Climate Change National Strategy Outcome: Climate Change Adaptation Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date Development Area: Disaster Risk Management and Adaptation to Climate Change Sector Strategy: Adopt best practices for climate change adaptation/ create mechanisms to fully consider the impacts Aligned SDG Targets: 1.5, 11.5, 11.b, 13.1 of climate change and climate proof all national policies and plans

5. Climate 2009 2030 To adopt best National An enabling ODPEM, Sufficient Insufficient Change practices for policies environment MLGRD resources – resources Adaptation climate change and plans to support human, available Best Practices adaptation and strengthe climate financial and within Main actions climate proof ned to change technology schedule include: all national fully adaptation policies and incorpora and climate MOF and If requisite i. Develop and plans. te best proofing of Revised Revised Climate MEGJC parent fiscal space is implement the practices national Climate Change Policy Ministry will not allocated Climate Change for policies and Change Policy framework allocate the to the Policy climate plans Framework tabled as Green requisite fiscal project, Framework change developed/im Paper within the space to completion adaptatio plemented required earmarked timeline may n. timeframe projects be missed ( required timeframe to be defined) 625 National Strategy 14-3: Develop Measures to Adapt to Climate Change National Strategy Outcome: Climate Change Adaptation Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date ii. Implement Extent GCCA+ A NEPA ecosystem- targeted Jamaican Path based ecosystem- from Hills to initiatives/proje based Ocean Project cts for initiatives/pr implemented enhancing ojects for community enhancing resilience to community natural hazards resilience to and climate natural Blue and Green change hazards and Islands impacts85 climate Integrated change Programme for impacts GEF-8 developed/im Programming plemented Strategy implemented 85 To support scaled up action for climate change resilience and green development 626 National Strategy 14-3: Develop Measures to Adapt to Climate Change National Strategy Outcome: Climate Change Adaptation Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date iii. Promote # Of Farmer Field NEPA information knowledge School days in 6 sharing and sharing watershed reporting to initiatives areas. enable good (including environmental projects, practices at the policies and community research level, especially papers) in the areas of integrated Reports on coral tourism, and reef health from farming, and promoted at ≥ 12 local sites fishing the national (disaggregated and by community males/females) levels iv. Implement 2021 2024 Extent Green Green Bond MEGJC/C Green Climate Bond Market Market CD Fund (GCF) assessment assessment Readiness finalized finalized Programmes (under “Facilitating an Enabling Environment 627 National Strategy 14-3: Develop Measures to Adapt to Climate Change National Strategy Outcome: Climate Change Adaptation Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date for a Caribbean Green Bond” project Extent Gender and Gender and Climate Change Climate Strategy Action Change Plan Developed Strategy in required Action Plan timeframe developed/im plemented Extent Jamaica REDD+ Jamaica Strategy Forestry REDD+ developed in Departme Strategy required nt developed/im timeframe plemented (required timeframe to be defined) Sector Strategy: Identify strategic priorities for climate change Aligned SDG Targets: 13.3 628 National Strategy 14-3: Develop Measures to Adapt to Climate Change National Strategy Outcome: Climate Change Adaptation Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date

6. Strategic 2021 2030 To develop and Plans and An enabling MEGJC Sufficient Insufficient Priorities for identify strategic environment resources – resources Climate Change strategic priorities to support human, available adaptation priorities to for climate financial and within advance climate change technology schedule climate change change adaptation adaptation adaptatio Budget Main actions n limitations in include: strengthe finalizing the ned LTS i. Develop and Extent LTSs Long Term MEGJC within implement Long developed/im Strategy for low schedule Term Strategies plemented carbon and (LTSs) for low climate resilient carbon and development climate resilient advanced in the development required timeframe 629 National Strategy 14-3: Develop Measures to Adapt to Climate Change National Strategy Outcome: Climate Change Adaptation Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date ii. Develop and Extent Local Climate MEGJC, implement a Climate Adaptive MLGRD Climate Financing Living Facility Financing Strategy advanced Strategy developed/im plemented “Transforming Finance to unlock Climate Action in the Caribbean Programme” and the “promoting climate resilient development in Urban Areas through Complementarit 630 National Strategy 14-3: Develop Measures to Adapt to Climate Change National Strategy Outcome: Climate Change Adaptation Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date y and Coherence among funding sources” (CDB) implemented by 2024 iii. Make 2021 Extent Consultants MEGJC advancements transparency engaged for regarding/ framework Capacity Advance the for the Paris Building for transparency Agreement Transparency framework for and UNFCCC (CBIT) and the the Paris developed/im 4th National Agreement plemented Communication and United to the UNFCCC 631 National Strategy 14-3: Develop Measures to Adapt to Climate Change National Strategy Outcome: Climate Change Adaptation Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date Nations Reporting Framework requirements Convention on completed for Climate 2nd Biennial Change Update Report (UNFCCC) to the UNFCCC adaptation on communication within required timeframe Draft National Measuring and Reporting Verification System (MRV)86 to monitor and evaluate adaptation and mitigation developed by 2024 86 To enable the tracking of technical assistance received, climate finance flows as well as adaptation and mitigation activities 632 National Strategy 14-3: Develop Measures to Adapt to Climate Change National Strategy Outcome: Climate Change Adaptation Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date MRV Assessment report completed in the required timeframe iv. Develop and Extent Synthesis report MEGJC implement synthesis for CAEP NDC report for Outputs Partnership CAEP Outputs finalized in Climate Action is finalized required Enhancement timeframe Package (CAEP) v. Develop and 2021 Extent National MEGJC implement National Adaptation Plan the National Adaptation developed in Adaptation Plan required Plan87 developed/im timeframe plemented 87 The NAP is complementary to the CAEP 633 National Strategy 14-3: Develop Measures to Adapt to Climate Change National Strategy Outcome: Climate Change Adaptation Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date vi. Develop and 2021 2024 Extent GHG GHG Inventory MEGJC implement a Inventory Database Green House System Management Gas (GHG) developed System Emissions developed by Inventory 2024 System Development Area: Climate change knowledge Sector Strategy: Promote knowledge of climate change and facilitate knowledge Aligned SDG Targets: 12.a, 13.3 transfer

7. Knowledge 2009 2030 To promote Access to An enabling ODPEM, Sufficient Insufficient Transfer and knowledge mechanis environment MLGRD resources – resources Climate Change construction ms for for climate human, available and transfer Climate change financial and within Main actions related to Change knowledge technology schedule include: climate change knowledg construction i. Promote Public and its effects e and transfer Extent Public Youth MEGJC. Awareness and constructi Awareness Programme MLGRD, Behavioural on and and implemented MCs Change transfer Behavioural improved Change Community plans/progra Outreach mmes Programme led by Municipal 634 National Strategy 14-3: Develop Measures to Adapt to Climate Change National Strategy Outcome: Climate Change Adaptation Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date developed/im Cooperation plemented implemented National Strategy 14-4 Contribute to the Effort to reduce the Global Rate of Climate National Strategy Outcome: Global rate of Climate Change reduced Change Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date Development Area: Climate Change Awareness Sector Strategy: Conduct research on Jamaica’s level and sources of greenhouse gas emissions with a view to further Aligned SDG Targets: 12.a, 13.3 reducing emissions 635 National Strategy 14-4 Contribute to the Effort to reduce the Global Rate of Climate National Strategy Outcome: Global rate of Climate Change reduced Change Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date

8. Research and 2009 2030 To conduct Access to Policies and MEGJC Sufficient Insufficient Development research to quality plans for resources – resources inform data from reducing human, available Main Actions reducing the research greenhouse financial and within include: levels of on gas emissions technology schedule greenhouse Jamaica’s informed by i. Develop and Extent NDC NDC MEGJC Continued gas emissions level and quality data implement the Implementati Implementation demonstrated sources of from Nationally on plan Plan completed commitment greenhou research on Determined developed/im in required to global se gas Jamaica’s Contribution plemented timeframe frameworks emissions level and (NDC) and increased sources of Implementation agreements on towards greenhouse Plan climate change informing gas emissions ii. Gain Extent Participation in MEGJC by government reduction membership country international and other key in and participate represented negotiations stakeholders emissions in national, in national, related to regional and regional, and climate change Adequate international international and greenhouse mechanisms events events and gas emissions for negotiations (COP 27) in institutional related to required and other timeframe 636 National Strategy 14-4 Contribute to the Effort to reduce the Global Rate of Climate National Strategy Outcome: Global rate of Climate Change reduced Change Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date climate change change. management Development Area: Low carbon and climate resilient development Sector Strategy: Promote low carbon and climate resilient development, including Aligned SDG Targets: 12.a, 13.3 energy conservation and non-carbon based forms of energy / Promote the use of cleaner technologies

9. Low carbon To promote Planning An enabling MEGJC Sufficient Insufficient and climate low carbon and and environment resources – resources resilient climate governan for low human, available development resilient ce carbon and financial and within Main actions development , framewor climate technology schedule include: including ks for low resilient energy carbon development Continued i. Develop and conservation and Extent LTSs Long-Term MEGJC demonstrated implement and non- climate developed/im Strategy for low commitment Long-Term carbon based resilient plemented carbon and to global Strategies (LTS) forms of developm climate resilient frameworks for low carbon energy and/or ent An enabling development and and climate promote the strengthe framework advanced in the agreements on resilient use of cleaner ned for energy required climate change development technologies conversation timeframe by government and non- 637 National Strategy 14-4 Contribute to the Effort to reduce the Global Rate of Climate National Strategy Outcome: Global rate of Climate Change reduced Change Development Programme Area(s) & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date Access to carbon based (required and other key resources, forms of timeframe to be stakeholders tools etc. energy and defined) in support use of Adequate of energy cleaner mechanisms conservati technologies for on, non- institutional carbon and other based change forms of management energy and the use of cleaner technolog ies increased 638 National Outcome #15 “Sustainable Urban and Rural Development” Medium Term Strategic Policy Framework Overview The need for Sustainable Urban and Rural Development towards the delivery of a high quality of life is at the core of Vision 2030 – National Development Plan (NDP) and articulated as one of the seven (7) Guiding Principles. It is recognized globally that urban and regional planning based on sustainability principles play a critical role in the optimizing the use of resources at regional and local levels and advancing inclusive and multi-dimensional justice outcomes. In Jamaica, there still remain major systemic, structural, and institutional challenges which are also demonstrated at the global level. These include gaps in the orderly growth of urban areas, under-development in rural areas, and higher levels of poverty in rural areas compared with urban areas. There are also gaps in the systems for spatial and city/town planning and a large number of squatter settlements that form part of informal arrangements associated with social and income insecurity. However, significant gains have been made in advancing the sustainable development of urban and rural areas. These include gains in housing quality, coverage of the entire island by Development Orders, and strengthening of the regulatory framework with the passage of critical legislation towards addressing gaps and building on gains. These legislation include: ● Promulgation of the Building Act (2018) to regulate and improve safety in the built environment ● Amendments to the Registration of Titles, Cadastral Mapping and Tenure Classification (Special Provisions) (Amendment) Act, 2020 and the Registration of Titles (Amendment) Act, 2020. The amendments support greater use of adjudication as a means of proving occupation and possession of land, and will separate the issuing of titles from the processes of planning and subdivision approval Under MTF 2021- 2024 four national strategies which will be pursued towards the expected 2030 development outcomes: ● Create a Comprehensive and Efficient Planning System ● Create an Appropriate Framework for Sustainability Planning Institute of Jamaica Create Sustainable Urban Centres, including Urban Renewal and Upgrading ● Create Diversified Rural Areas ● Ensure Safe, Sanitary and Affordable Shelter for All 639 Medium Term Results and Policy-Driven Strategies and Development Programmes Table 15A below presents medium-term targets for “Sustainable Urban and Rural Development” and selected data. The medium-term performance is based on the extent to which the expected policy-driven results from strategic programming and implementation are achieved (see next table). Partners in development contribute to the achievement of the medium-term targets by aligning their planning to the strategies and programmes. Table 15A. Table of Indicators: National Outcome #15 – “Sustainable Urban and Rural Development” National Outcome # 15 – Sustainable Urban and Rural Development Baseline Actual Targets National Outcome 2024 Indicators 2007 2012 2015 2018 2019 2020 2021 2012 2015 2018 2021 2022 2023 2030 (p)88 Housing Quality 68.1 72 72.2 75.3 75.7 71.34 73.77 76 76 77 86 Index Proportion of Households 80.5 77.5 72.8 75.2 70.9 82 85 88 88 88 95 with access to secure tenure Poverty in rural areas 15.3 21.3 28.5 15 14.2 16.8 ≤16.8 ≤16.8 ≤12 (%) Number of parishes with local sustainable 0 2 5 4 4 5 8 6 8 8 8 15 developmen t plans not older than 5 years 88 Targets are provisional. 640 The planned strategies and development programming for “Sustainable Urban and Rural Development” are aligned with SDGs 1 and 11. Figure 15A - Alignment of National Outcome 15 “Sustainable Urban and Rural Development” with SDGs SDG 1: End Poverty in all its forms everywhere SDG 11: Make cities and human settlements inclusive, safe, resilient and sustainable Table 15B shows the national and sector strategies and aligned programming that will be implemented by government and other partners in development over the period FY 2021/22 – FY 2023/24 to advance “Sustainable Urban and Rural Development” and aligned SDGs. Stakeholders are encouraged to align your planning to what is presented in the table. 641 Table 15B. National Strategies and Medium-Term Policy-Driven Sector Strategies, Programmes and Results – “Sustainable Urban and Rural Development” National Strategy 15-1: Create a comprehensive and efficient planning system National Strategy Outcome: A comprehensive and efficient planning system Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date Development Programme Area: Spatial Planning Sector Strategy: Ensure that development decisions are guided by a spatial planning framework Aligned SDG Targets: 11.a, 11.3

1. Development 2009 2030 To provide an Spatial Orderly MEGJC Sufficient, Insufficient of Spatial evidence- planning territorial, human, human, Planning based spatial framewor urban and financial and financial, Framework planning k for rural technology technological framework for guiding development resources, and resources guiding the developm linked to capacities and location and ent cultural capacities. regulation of decisions models orderly and develope Sufficient sustainable d access to Gaps in data development quality data quality for the entire country Stakeholder buy-in and Main actions compliance Insufficient include: stakeholder buy-in i. Develop and Extent the To Be Defined – MEGJC implement National National Spatial Jamaica’s Spatial Plan is Plan Developed developed and 642 National Strategy 15-1: Create a comprehensive and efficient planning system National Strategy Outcome: A comprehensive and efficient planning system Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date National Spatial and Implemented in Insufficient Plan implemented required stakeholder timeframe compliance ii. Establish 2021 2024 Extent NSDI is Partially NEPA/ National Spatial developed/im achieved/compl MEGJC, Data plemented eted infrastructure (NSDI) National Spatial (Implement Plan National GIS Information Projects and Technology Programmes) Platform launched BSJ, National ODPEM Metadata standards developed in collaboration with Bureau of Standards Jamaica 643 National Strategy 15-1: Create a comprehensive and efficient planning system National Strategy Outcome: A comprehensive and efficient planning system Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date National Vulnerability Ranking Index developed in collaboration with ODPEM iii. Update and Extent Town and MCs, operationalize amendment Country MLGRD, the Town and to Town and Planning Act NEPA, Country Country Amended in MEGJC Planning Act Planning Act required (TCPA) developed/im timeframe plemented iv. Develop a Number of 4 Development NEPA/ME comprehensiv Development Orders revised GJC, MCs e Framework Orders or drafted. for revised/ Development drafted Approval (For effective management and regulation of Land 644 National Strategy 15-1: Create a comprehensive and efficient planning system National Strategy Outcome: A comprehensive and efficient planning system Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date Developments in parishes and communities) v. Update and Extent Amendments to MLGRD, operationalize amendments Local MCs the Local to Local Improvements Improvements Improvement Act completed Act governing s Act in stipulated the subdivision developed/im timeframe of lands plemented vi. Strengthen the Extent To be stated NEPA/ME Development framework GJC, and Application for MLGRD, MCs & Review Development Process (DARP): Application & Review Process (DARP) developed/im plemented 645 National Strategy 15-1: Create a comprehensive and efficient planning system National Strategy Outcome: A comprehensive and efficient planning system Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date a. Develop Extent Amanda Public and Amanda Portal II MEGJC, operationa Portal is operationalized NEPA, lize the operationaliz MLGCD, AMANDA ed MCs, Public JAMPRO, Portal II Cabinet - Build the Office capacity of MCs and NEPA to utilize the portal vii. Develop and Extent Squatter MEGJC implement Squatter Management regulatory Management Policy framework for Policy completed land developed/im tenure/regula plemented rization viii. Implement Extent To be stated NLA the Electronic Electronic Land Land Registration Registration System 646 National Strategy 15-1: Create a comprehensive and efficient planning system National Strategy Outcome: A comprehensive and efficient planning system Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date System (2021- (2021-2027) 2027)89 implemented, including: - Extent To be stated targeted regularizat ion of informal land holdings/s ettlements completed - Extent Electronic Land Electronic Titling System Land developed and Titling implemented in system required developed timeframe /impleme nted 89 To expand legal land tenure through the provision of an electronic land titling system and the regularization of informal land holdings/settlements 647 National Strategy 15-2: Create an appropriate framework for Sustainability National Strategy Outcome: Country-Relevant Sustainability Planning Planning Development Programme Area & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitati ble ted ons Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub- n Indicator (s) Programmes 2024 (FY 23/24) (000) Areas Start End Date Date Development Programme Area: Local Sustainable Development Planning Framework Sector Strategy: Fully implement the Local Sustainable Development Planning Framework Aligned SDG Targets: 1.4, 11.a, 11.3

2. Local 2009 2030 To provide Relevant Local MLGRD, Sufficient Insufficient Sustainable relevant up-to- up-to- Sustainable MCs human, resources Development date Local date Development financial and and Planning Sustainable LSDPs Planning technology capacities Main actions Development available Framework resources, and include: Plans (LSDPs) for all capacities aligned with parishes i. Develop and Vision 2030 Number of 9 new LSDPs MLGRD, Commitment implement parishes with prepared and 5 MCs to the Jamaica and Local the SDGs local updated in development Sustainable sustainable required of LSDPs Development plans not timeframe across key Plans (LSDPs) older than 5 stakeholders for all years (preliminary) Municipalities, ensuring that updates are scheduled and 648 National Strategy 15-2: Create an appropriate framework for Sustainability National Strategy Outcome: Country-Relevant Sustainability Planning Planning Development Programme Area & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitati ble ted ons Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub- n Indicator (s) Programmes 2024 (FY 23/24) (000) Areas Start End Date Date all are no older than 5 years ii. Strengthen the Extent To be stated MLGRD capacity of capacity of Local local Authorities authorities (LA)/Municipal developed/o Corporations perationalize (MCs) to deliver d on its mandate regarding local sustainable development Development Programme Area: Community Development Sector Strategy: Increase community planning actions for local and national development through Aligned SDG Targets: 11.a priority plans, projects, and programmes

3. Community To guide policy Access to Policy and Sufficient Funding Research and and expanded programme human shortfall Development programme and development resources and Planning development, updated , and financing (CRDP) and evaluation (compreh evaluation 649 National Strategy 15-2: Create an appropriate framework for Sustainability National Strategy Outcome: Country-Relevant Sustainability Planning Planning Development Programme Area & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitati ble ted ons Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub- n Indicator (s) Programmes 2024 (FY 23/24) (000) Areas Start End Date Date Main actions on the basis of ensive) guided by Inadequate include: a database comprehensi stakeholder comprehensiv of ve and up-to- Adequate participation e and up-to- communit date stakeholder and buy-in i. Develop 2009 2030 Extent Partially MLGRD, date database y listings, database of SDC participation comprehensiv comprehensi achieved/compl of community maps, community and buy-in e and up-to- ve and up-to- eted date database listings, maps, profiles listings, date of community profiles and and plans maps, database of listings, maps, plans for the profiles, and community - 28 Community profiles, and 775 plans listings, Profiles plans communit maps, completed ies as a profiles and - 18 Asset Maps basis to plans completed guide developed/o - 4 Community policy, perationalize Borders & program d Boundaries me redefined developm - 4 National ent and institutional evaluatio listings n updated 650 National Strategy 15-2: Create an appropriate framework for Sustainability National Strategy Outcome: Country-Relevant Sustainability Planning Planning Development Programme Area & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitati ble ted ons Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub- n Indicator (s) Programmes 2024 (FY 23/24) (000) Areas Start End Date Date - 30 Community Priority Plans completed Sector Strategy: Bolster viable economic enterprise and shape a culture of productivity that will result in growth in the local Aligned SDG Targets: 11.1, 11.3 economy primarily at the community level

4. Local To increase Access to Participation Sufficient Funding Economic community initiatives in and human shortfall Development participation for local economic resources and Support and economic economic benefits from financing Programme benefits developm local Inadequate through ent, economic stakeholder Main actions initiatives for particularl development Adequate participation include: local economic y by rural initiatives stakeholder and buy-in development communit increased participation i. Develop and 2009 2030 # Of capacity 272 SDC with particular ies, and buy-in implement emphasis on increased building Local rural sessions with Economic communities communities Development 651 National Strategy 15-2: Create an appropriate framework for Sustainability National Strategy Outcome: Country-Relevant Sustainability Planning Planning Development Programme Area & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitati ble ted ons Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub- n Indicator (s) Programmes 2024 (FY 23/24) (000) Areas Start End Date Date Support # Of 92 Programme community business fairs National Strategy 15-3: Create Sustainable Urban Centres, including Urban Renewal and Upgrading National Strategy Outcome: Sustainable Urban Centres Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date Development Programme Area: Urban Renewal Sector Strategy: Fully develop plans based on growth scenarios for main urban centres/ reverse the process of Aligned SDG Targets: 11.1, 11.3, 11.4, 11.a degradation and decay in urban areas 652 National Strategy 15-3: Create Sustainable Urban Centres, including Urban Renewal and Upgrading National Strategy Outcome: Sustainable Urban Centres Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date

5. Urban 2009 2030 To reverse the Growth Growth in MEGJC Sufficient Insufficient Renewal process of scenario urban human, human, Programme degradation based centres/rever financial and financial, Main actions and decay in plans for sal of technology technological include: urban areas main degradation resources, and resources, based on urban and decay capacities and i. Develop and growth centres Extent Downtown capacities implement oriented develope Downtown Kingston Downtown Kingston Redevelopment MEGJC development d Kingston plans Redevelopme Project Redevelopment nt Project implemented in Project developed/im required plemented timeframe (to be further defined) 653 National Strategy 15-4: Create Vibrant and Diversified Rural Areas National Strategy Outcome: Vibrant and Diversified Rural Areas Development Programme Area & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- n Indicator (s) Programme Areas 2024 (000) Start End Date Date Development Programme Area: Rural Development Sector Strategy: Promote growth in rural areas while protecting the environment / Promote investment in services and infrastructure Aligned SDG Targets:11.1, 11.6, 11.a

6. Built 2009 2030 To improve the Access to Rural areas MLGRD, Outputs Unanticipate Environment welfare of quality developed as MCs produced in d Development – persons living infrastruc enabling accordance environment Road Works in rural ture, environment with quality al and other and communities communit s for human standards factors that Construction of by developing y development impact Community and facilities, , economic project costs Facilities implementing economic growth, and Sufficient and schedule Main actions programmes/p opportuni resilience resources and include: rojects geared ties, and Funding technical shortfall towards social expertise are i. Develop the elevating the services % Of targeted 100% MLGRD, MCs available rural road standard of by road rehabilitation of infrastructure/n living through persons rehabilitation 4 km of roads in etwork improved living in completed Cheesefield in infrastructure, rural Linstead, St economic communit Catherine and 7 opportunities, ies km of roads in and overall improved Chambers Pen, human Hanover development % Of targeted 100% community completion of 654 National Strategy 15-4: Create Vibrant and Diversified Rural Areas National Strategy Outcome: Vibrant and Diversified Rural Areas Development Programme Area & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- n Indicator (s) Programme Areas 2024 (000) Start End Date Date complexes Multipurpose and related Complex in infrastructure Cheesefield and completed Chambers Pen ii. Expand and # Of rural 24 improve the water supply rural water systems supply 90 upgraded # Of 21 Catchment tanks rehabilitated # Of 16 rainwater facilities installed % Completion Partially of GOJ/CDB completed (to Rural Water 90 To provide access to water to non-utility service areas 655 National Strategy 15-4: Create Vibrant and Diversified Rural Areas National Strategy Outcome: Vibrant and Diversified Rural Areas Development Programme Area & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programme/Sub- n Indicator (s) Programme Areas 2024 (000) Start End Date Date Supply be further Project by defined) 2026 iii. Expand the Ian Extent Ian Ian Flemming MEGJC Flemming Flemming International International International Airport Airport Airport expanded in developed/o required perationalize timeframe d 656 National Strategy 15-5: Ensure safe, sanitary, and affordable shelter for all National Strategy Outcome: Safe, sanitary, and affordable shelter for all Development Programme Area & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date Development Programme Area: Safe, Sanitary and Affordable Shelter Sector Strategy: Provide housing opportunities and improve economic access to housing for all income levels of the population by Aligned SDG Targets: 11.1 encouraging a mix of residential development types within a strong regulatory and institutional framework

7. Provision of 2009 2030 To provide Access to Adequate MEGJC, Sufficient Insufficient adequate housing adequate and OPM human, human, shelter opportunities and affordable financial and financial, Main actions and improve affordable housing for technology technological include: economic housing all income resources, and resources access to solutions levels of the capacities and i. Increase access housing for all by all population Number of 245,220 OPM capacities to housing income levels income beneficiaries Increase in of the levels of the NHT housing stock Housing population by increased since will result in solutions Strong increase in insufficiently encouraging a across a inception regulatory individual meet mix of mix of (cumulative) and home consumer residential residentia institutional MEGJC ii. Maintain Extent National ownership demand development l framework relevant National Housing Policy types within a developm for Housing Some legislative/regul Housing promulgated strong ent types solutions housing atory Policy regulatory and provided meet solutions are framework for developed/im plemented differentiated not 657 National Strategy 15-5: Ensure safe, sanitary, and affordable shelter for all National Strategy Outcome: Safe, sanitary, and affordable shelter for all Development Programme Area & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date the housing institutional Extent NHT OPM consumer developed in sector framework amendment (Amendment) demand, compliance to National Act including price, with the Housing Trust promulgated location, and law/unregula (NHT) Act size ted completed/i development mplemented Housing solutions are Extent Rent Restriction MEGJC developed in amendment (Amendment) compliance to Rent Act with the law, Restriction promulgated including Act building codes completed/i and mplemented Development Orders 2021 2030 Extent Public Private MEGJC amendments Partnership to the Public Housing Policy Private promulgated Partnership Housing Policy completed/i mplemented 658 National Strategy 15-5: Ensure Safe, Sanitary and Affordable Shelter for All National Strategy Outcome: Safe, sanitary, and affordable shelter for all Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date Development Programme Area: Safe, Sanitary and Affordable Shelter Sector Strategy: Develop and maintain comprehensive up-to-date information on housing concerns in the country, and Aligned SDG Targets: 11.1 the resources available to address housing needs

8. Provision of 2009 2030 To develop and Access to Enabling MEGJC Sufficient, Insufficient data to support maintain comprehe environment human, human, safe, sanitary, comprehensiv nsive and for safe, financial and financial, and affordable e up-to-date up-to- sanitary, and technology technological shelter for all information on date affordable resources, and resources, Main Actions housing informati shelter for all capacities and include: concerns in the on on capacities country, and housing Stakeholder/re i. Conduct and the resources concerns Extent Survey MEGJC spondents Lower than Decision participation is required report on available to in the National completed making at required response squatter address country, Survey of based on levels for valid rates census/survey housing needs and the Squatter comprehensi and reliable resources ve up-to-date available results information to on housing address concerns in housing the country, 659 National Strategy 15-5: Ensure Safe, Sanitary and Affordable Shelter for All National Strategy Outcome: Safe, sanitary, and affordable shelter for all Development Programme Areas & Objective (s) April 2021-March 2024 Schedule/Duration Development Results Responsi Estima Assumptions Risks/Limitat ble ted ions Name of Schedule/Duratio Output (s) Outcome (s) Output Target (s) Entity/ies Costs Programmes/Sub n Indicator (s) -Programmes 2024 (FY 23/24) (000) Areas Start End Date Date needs and the Settlements improved resources completed91 available to address housing needs 91 The survey will inform the development of the Squatter Management Policy 660

APPENDIX 1 2030 Agenda for Sustainable Development 17 Sustainable Development Goals Sustainable Development Goals (SDGs) Targets GOAL 1: End poverty in all its forms everywhere 1.1 – By 2030, eradicate extreme poverty for all people everywhere, currently measured as people living on less than US$1.25 a day 1.2 – By 2030, reduce at least by half the proportion of men, women and children of all ages living in poverty in all its dimensions according to national definitions 1.3 – Implement nationally appropriate social protection systems and measures for all, including floors, and by 2030 achieve substantial coverage of the poor and the vulnerable 1.4 – By 2030 ensure that all men and women, particularly the poor and the vulnerable, have equal rights to economic resources, as well as access to basic services, ownership, and control over land and other forms of property, inheritance, natural resources, appropriate new technology, and financial services including microfinance 1.5 – By 2030 build the resilience of the poor and those in vulnerable situations and reduce their exposure and vulnerability to climate-related extreme events and other economic, social and environmental shocks and disasters 661 Sustainable Development Goals (SDGs) Targets 1.a – Ensure significant mobilization of resources from a variety of sources, including through enhanced development cooperation to provide adequate and predictable means for developing countries, in particular least developed countries (LCDs), to implement programmes and policies to end poverty in all its dimensions 1.b – Create sound policy frameworks at national, regional and international levels, based on pro-poor and gender-sensitive development strategies to support accelerated investments in poverty eradication actions 2.1 – By 2030 end hunger and ensure access by all people , in particular the poor and people in vulnerable situations, including infants, to safe, nutritious GOAL 2: End hunger, achieve and sufficient food all year round food security and improved nutrition and 2.2 – By 2030 end all forms of malnutrition, including achieving by 2025 the internationally agreed targets on stunting and wasting in children under five promote sustainable years of age, and address the nutritional needs of adolescent girls, pregnant and lactating women, and older persons agriculture 2.3 – By 2030 double the agricultural productivity and the incomes of small-scale food producers, particularly women, indigenous peoples, family farmers, pastoralists and fishers, including through secure and equal access to land, other productive resources and inputs, knowledge, financial services, markets, and opportunities for value addition and non-farm employment 2.4 – By 2030 ensure sustainable food production systems and implement resilient agricultural practices that increase productivity and production, that help maintain ecosystems, that strengthen capacity for adaptation to climate change, extreme weather, drought, flooding and other disasters, and that progressively improve land and soil quality 2.5 – By 2020 maintain genetic diversity of seeds, cultivated plants, farmed and domesticated animals and their related wild species, including through soundly managed and diversified seed and plant banks at national, regional and international levels, and ensure access to fair and equitable sharing of benefits arising from the utilization of genetic resources and associated traditional knowledge as internationally agreed 2.a – Increase investment, including through enhanced international cooperation, in rural infrastructure, agricultural research and extension services, technology development, and plant and livestock gene banks to enhance agricultural productive capacity in developing countries, in particular in least developed countries 2.b – Correct and prevent trade restrictions and distortions in world agricultural markets including by the parallel elimination of all forms of agricultural export subsidies and all export measures with equivalent effect, in accordance with the mandate of the Doha Development Round 662 Sustainable Development Goals (SDGs) Targets 2.c – Adopt measures to ensure the proper functioning of food commodity markets and their derivatives, and facilitate timely access to market information, including on food reserves, in order to help limit extreme food price volatility 3.1 – By 2030 reduce the global maternal mortality ratio to less than 70 per 100,000 live births 3.2 – By 2030, end preventable deaths of newborns and children under 5 years of age, with all countries aiming to reduce neonatal mortality to at least as low as 12 per 1,000 live births and under-5 mortality to at least as low as 25 per 1,000 live births 3.3 – By 2030 end the epidemics of HIV/AIDS, tuberculosis, malaria, and neglected tropical diseases and combat hepatitis, water-borne diseases, and other communicable diseases 3.4 – By 2030 reduce by one-third premature mortality from non-communicable diseases (NCDs), through prevention and treatment, and promote mental health and well-being GOAL 3: Ensure healthy lives and promote well-being for 3.5 – Strengthen prevention and treatment of substance abuse, including narcotic drug abuse and harmful use of alcohol all at all ages 3.6 – By 2020 halve global deaths and injuries from road traffic accidents 3.7 – By 2030 ensure universal access to sexual and reproductive health care services, including for family planning, information and education, and the integration of reproductive health into national strategies and programmes 3.8 – Achieve Universal health coverage (UHC), including financial risk protection, access to quality essential health care services, and access to safe, effective, quality and affordable essential medicines and vaccines for all 663 Sustainable Development Goals (SDGs) Targets 3.9 – By 2030, substantially reduce the number of deaths and illnesses from hazardous chemicals and air, water and soil pollution and contamination 3.a – Strengthen the implementation of the World Health Organization Framework Convention on Tobacco Control in all countries, as appropriate 3.b – Support the research and development of vaccines and medicines for the communicable and non-communicable diseases that primarily affect developing countries, provide access to affordable essential medicines and vaccines, in accordance with the Doha Declaration on the TRIPS Agreement and Public Health, which affirms the right of developing countries to use to the full the provisions in the Agreement on Trade-Related Aspects of Intellectual Property Rights regarding flexibilities to protect public health, and, in particular, provide access to medicines for all 3.c – Substantially increase health financing and the recruitment, development, training and retention of the health workforce in developing countries, especially in least developed countries and small island developing States 3.d – Strengthen the capacity of all countries, in particular developing countries, for early warning, risk reduction and management of national and global health risks 4.1 – By 2030, ensure that all girls and boys complete free, equitable and quality primary and secondary education leading to relevant and effective learning outcomes 4.2 – By 2030, ensure that all girls and boys have access to quality early childhood development, care and pre-primary education so that they are ready for primary education 4.3 – By 2030, ensure equal access for all women and men to affordable quality technical, vocational and tertiary education, including university 4.4 – By 2030, substantially increase the number of youth and adults who have relevant skills including technical and vocation skills, for employment, decent jobs and entrepreneurship 4.5 – By 2030, eliminate gender disparities in education and ensure equal access to all levels of education and vocational training for the vulnerable, including persons with disabilities, indigenous peoples, and children in vulnerable situations 664 Sustainable Development Goals (SDGs) Targets GOAL 4: Ensure inclusive and equitable education and 4.6 – By 2030, ensure that all youth and a substantial proportion of adults, both men and women, achieve literacy and numeracy promote life-long learning opportunities for all 4.7 – By 2030, ensure all learners acquire knowledge and skills needed to promote sustainable development, including among others, through education for sustainable development and sustainable lifestyles, human rights, gender equality, promotion of a culture of peace and non-violence, global citizenship, and appreciation of cultural diversity and of culture’s contribution to sustainable development 4.a – Build and upgrade education facilities that are child, disability and gender sensitive and provide safe, non-violent, inclusive and effective learning environments for all 4.b – By 2020, substantially expand globally the number of scholarships available to developing countries, in particular LDCs, SIDS and African countries, for enrolment in higher education, including vocational training, ICT, technical, engineering and scientific programmes in developed countries and other developing countries 4.c – By 2030, substantially increase the supply of qualified teachers, including through international cooperation for teacher training in developing countries, especially LDCs and SIDS 5.1 – End all forms of discrimination against all women and girls everywhere 5.2 – Eliminate all forms of violence against all women and girls in public and private spheres, including trafficking and sexual and other types of GOAL 5: Achieve gender exploitation equality and empower all women and girls 5.3 – Eliminate all harmful practices, such as child, early and forced marriage and female genital mutilation 5.4 – Recognize and value unpaid care and domestic work through the provision of public services, infrastructure and social protection policies, and the promotion of shared responsibility within the household and the family as nationally appropriate 5.5 – Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life 665 Sustainable Development Goals (SDGs) Targets 5.6 – Ensure universal access to sexual and reproductive health and reproductive rights as agreed in accordance with the Programme of Action of the International Conference of Population and Development (ICPD) and the Beijing Platform for Action and the outcome documents of their review conferences 5.a – Undertake reforms to give women equal rights to economic resources, as well as access to ownership and control over land and other forms of property, financial services, inheritance, and natural resources in accordance with national laws 5.b – Enhance the use of enabling technologies, in particular ICT, to promote women’s empowerment 5.c – Adopt and strengthen sound policies and enforceable legislation for the promotion of gender equality and the empowerment of all women and girls at all levels 6.1 – By 2030, achieve universal and equitable access to safe and affordable drinking water for all 6.2 – By 2030, achieve access to adequate and equitable sanitation and hygiene for all, and end open defecation, paying special attention to the needs of women and girls and those in vulnerable situations 6.3 – By 2030, improve water quality by reducing pollution, eliminating dumping and minimizing release of hazardous chemicals and materials, halving the proportion of untreated wastewater and substantially increasing recycling and safe reuse globally GOAL 6: Ensure availability and sustainable management of water and 6.4 – By 2030, substantially increase water-use efficiency across all sectors and ensure sustainable withdrawals and supply of freshwater to address water sanitation for all scarcity, and substantially reduce the number of people suffering from water scarcity 6.5 - By 2030, implement integrated water resources management at all levels, including through transboundary cooperation as appropriate 6.6 – By 2020, protect and restore water-related ecosystems, including mountains, forests, wetlands, rivers, aquifers and lakes 6.a – By 2030, expand international cooperation and capacity-building support to developing countries in water and sanitation related activities and programmes, including water harvesting, desalination, water efficiency, wastewater treatment, recycling and reuse technologies 6.b – Support and strengthen the participation of local communities for improving water and sanitation management 666 Sustainable Development Goals (SDGs) Targets 7.1 – By 2030, ensure universal access to affordable, reliable and modern energy services GOAL 7: Ensure access to 7.2 – By 2030, increase substantially the share of renewable energy in the global energy mix affordable, reliable, sustainable and modern energy for all 7.3 – By 2030, double the global rate of improvement in energy efficiency 7.a – By 2030, enhance international cooperation to facilitate access to clean energy research and technology, including renewable energy, energy efficiency and advanced and cleaner fossil-fuel technology, and promote investment in energy infrastructure and clean energy technology 7.b – By 2030, expand infrastructure and upgrade technology for supplying modern and sustainable energy services for all in developing countries, in particular least developed countries, small island developing States and landlocked developing countries, in accordance with their respective programmes of support 8.4 – Improve progressively through 2030 global resource efficiency in consumption and production, and endeavour to decouple economic growth from environmental degradation in accordance with the 10-year framework of programmes on sustainable consumption and production with developed countries taking the lead GOAL 8: Promote sustained and inclusive economic 8.5 – By 2030, achieve full and productive employment and decent work for all women and men, including for young people and persons with disabilities, growth, full and productive and equal pay for work of equal value employment and decent work for all 8.6 – By 2020, substantially reduce the proportion of youth not in employment, education or training 8.7 – Take immediate and effective measures to eradicate forced labour, end modern slavery and human trafficking and secure the prohibition and elimination of the worst forms of child labour, including recruitment and use of child soldiers, and by 2025 end child labour in all its forms 8.8 – Protect labour rights and promote safe and secure working environments of all workers, including migrant workers, particularly women migrants, and those in precarious employment 8.9 – By 2030, devise and implement policies to promote sustainable tourism which creates jobs and promotes local culture and products 667 Sustainable Development Goals (SDGs) Targets 8.10 – Strengthen the capacity of domestic financial institutions to encourage and to expand access to banking, insurance and financial services for all 8.a – Increase Aid for Trade support for developing countries, particularly LDCs including through the Enhanced Integrated Framework for Trade-Related Technical Assistant for LDCs 8.b – By 2020, develop and operationalize a global strategy for youth employment and implement the Global Jobs Pact of the International Labour Organization 8.4 – Improve progressively through 2030 global resource efficiency in consumption and production, and endeavour to decouple economic growth from environmental degradation in accordance with the 10-year framework of programmes on sustainable consumption and production with developed countries taking the lead 8.5 – By 2030, achieve full and productive employment and decent work for all women and men, including for young people and persons with disabilities, and equal pay for work of equal value 8.6 – By 2020, substantially reduce the proportion of youth not in employment, education or training 9.1 – Develop quality, reliable, sustainable and resilient infrastructure, including regional and transborder infrastructure, to support economic development and human well-being, with a focus on affordable and equitable access for all GOAL 9: Build resilient 9.2 – Promote inclusive and sustainable industrialization and, by 2030, significantly raise infrastructure, promote industry’s share of employment and GDP in line with national circumstances, and double its share in LDCs inclusive and sustainable industrialization and foster innovation 9.3 –Increase the access of small-scale industrial and other enterprises, particularly in developing countries, to financial services including affordable credit and their integration into value chains and markets 9.4 – By 2030 upgrade infrastructure and retrofit industries to make them sustainable, with increased resource use efficiency and greater adoption of clean and environmentally sound technologies and industrial processes, all countries taking action in accordance with their respective capabilities 9.5 – Enhance scientific research, upgrade the technological capabilities of industrial sectors in all countries, in particular developing countries, including, by 2030, encouraging innovation and substantially increasing the number of research and development workers per 1 million people and public and private research and development spending 668 Sustainable Development Goals (SDGs) Targets 9.a – Facilitate sustainable and resilient infrastructure development in developing countries through enhanced financial, technological and technical support to African countries, LDCs, LLDCs and SIDS 9.b – Support domestic technology development, research and innovation in developing countries including by ensuring a conducive policy environment for inter alia industrial diversification and value addition to commodities 9.c – Significantly increase access to ICT and strive to provide universal and affordable access to internet in LDCs by 2020 10.1 – By 2030, progressively achieve and sustain income growth of the bottom 40 per cent of the population at a rate higher than the national average 10.2 – By 2030, empower and promote the social, economic and political inclusion of all irrespective of age, sex, disability, race, ethnicity, origin, religion or economic or other status 10.3 – Ensure equal opportunity and reduce inequalities of outcome, including through eliminating discriminatory laws, policies and practices and promoting appropriate legislation, policies and actions in this regards GOAL10: Reduce inequality within and among countries 10.4 – Adopt policies especially fiscal, wage, and social protection policies and progressively achieve greater equality 10.5 - Improve regulation and monitoring of global financial markets and institutions and strengthen implementation of such regulations 10.6 – Ensure enhanced representation and voice of developing countries in decision making in global international economic and financial institutions in order to deliver more effective, credible, accountable and legitimate institutions 10.7 – Facilitate orderly, safe, regular and responsible migration and mobility of people, including through implementation of planned and well-managed migration policies 10.a – Implement the principle of special and differential treatment for developing countries, in particular least developed countries, in accordance with WTO agreements 669 Sustainable Development Goals (SDGs) Targets 10.b – Encourage ODA and financial flows, including foreign direct investment, to states where the need is greatest, in particular LDCs, African countries, SIDS, and LLDCs, in accordance with their national plans and programmes 10.c – By 2030, reduce to less than 3 per cent the transaction costs of migrant remittances and eliminate remittance corridors with costs higher than 5 per cent 11.1 – By 2030, ensure access for all to adequate, safe and affordable housing and basic services, and upgrade slums 11.2 – By 2030, provide access to safe, affordable, accessible and sustainable transport systems for all, improving road safety, notably by expanding public transport, with special attention to the needs of those in vulnerable situations, women, children, persons with disabilities and older persons 11.3 – By 2030, enhance inclusive and sustainable urbanization and capacities for participatory, integrated and sustainable human settlement planning and management in all countries 11.4 – Strengthen efforts to protect and safeguard the world’s cultural and natural heritage 11.5 – By 2030, significantly reduce the number of deaths and the number of affected people and decrease by y per cent the economic losses relative to GDP caused by disasters, including water-related disasters, with the focus on protecting the poor and people in vulnerable situations GOAL 11 - Make cities and human settlements 11.6 – By 2030, reduce the adverse per capita environmental impact of cities, including by paying special attention to air quality, municipal and other inclusive, safe, resilient and waste management sustainable 11.7 – By 2030, provide universal access to safe, inclusive and accessible, green and public spaces, particularly for women and children, older persons and persons with disabilities 11.a – Support positive economic, social and environmental links between urban, per-urban and rural areas by strengthening national and regional development planning 11.b – By 2020, substantially increase the number of cities and human settlements adopting and implementing integrated policies and plans towards inclusion, resource efficiency, mitigation and adaptation to climate change, resilience to disasters, develop and implement in line with the forthcoming Hyogo Framework holistic disaster risk management at all levels 670 Sustainable Development Goals (SDGs) Targets 11.c – Support least developed countries, including through financial and technical assistance, for sustainable and resilient buildings utilizing local materials 12.1 – Implement the 10-Year Framework of Programmes on sustainable consumption and production (10YFP), all countries taking action, with developed countries taking the lead, taking into account the development and capabilities of developing countries 12.2 – By 2030, achieve sustainable management and efficient use of natural resources 12.3 – By 2030, halve per capita global food waste at the retail and consumer level, and reduce food losses along production and supply chains including GOAL 12: Ensure sustainable post-harvest losses consumption and production patterns 12.4 – By 2020, achieve environmentally sound management of chemicals and all wastes throughout their life cycle in accordance with agreed international frameworks and significantly reduce their release to air, water and soil to minimize their adverse impacts on human health and the environment 12.5 – By 2030, substantially reduce waste generation through prevention, reduction, recycling, and reuse 12.6 – Encourage companies, especially large and trans-national companies, to adopt sustainable practices and to integrate sustainability information into their reporting cycle 12.7 – Promote public procurement practices that are sustainable in accordance with national policies and priorities 12.8 – By 2030, ensure that people everywhere have the relevant information and awareness for sustainable development and lifestyles in harmony with nature 671 Sustainable Development Goals (SDGs) Targets 12.a – Support developing countries to strengthen their scientific and technological capacities to move towards more sustainable patterns of consumption and production 12.b – Develop and implement tools to monitor sustainable development impacts for sustainable tourism which creates jobs, promotes local culture and products 12.c – Rationalize inefficient fossil fuel subsidies that encourage wasteful consumption by removing market distortions, in accordance with national circumstances, including by restructuring taxation and phasing out those harmful subsidies, where they exist, to reflect their environmental impacts, taking fully into account the specific needs and conditions of developing countries and minimizing the possible adverse impacts on their development in a manner that protects the poor and the affected communities 13.1 – Strengthen resilience and adaptive capacity to climate related hazards and natural disasters in all countries Goal 13: Take urgent action 13.2 – Integrate climate change measures into national policies, strategies, and planning to combat climate change and its impact 13.3 – Improve education, awareness raising and human and institutional capacity on climate change mitigation, adaptation, impact reduction, and early warning 13.a – Implement the commitment undertaken by developed country Parties to the UNFCCC to a goal of mobilizing jointly USD100 billion annually by 2020 from all sources to address the needs of developing countries in the context of meaningful mitigation actions and transparency on implementation and fully operationalize the Green Climate Fund through its capitalization as soon as possible 13.b – Promote mechanisms for raising capacity for effective climate change-related planning and management in least developed countries and small island developing States, including focusing on women, youth and local and marginalized communities 14.1 – By 2025, prevent and significantly reduce marine pollution of all kinds, particularly from land-based activities, including marine debris and nutrient pollution 14.2 By 2020, sustainably manage and protect marine and coastal ecosystems to avoid significant adverse impacts, including by strengthening their GOAL 14: Conserve and resilience, and take action for their restoration in order to achieve healthy and productive oceans sustainably use the oceans, seas and marine resources for sustainable development 14.3 – Minimize and address the impacts of ocean acidification, including through enhanced scientific cooperation at all levels 672 Sustainable Development Goals (SDGs) Targets 14.4 – By 2020, effectively regulate harvesting, and end overfishing, illegal, unreported and unregulated (IUU) fishing and destructive fishing practices and implement science-based management plans, to restore fish stocks in the shortest time feasible at least to levels that can produce maximum sustainable yield as determined by their biological characteristics 14.5 – By 2020, conserve at least 10 per cent of coastal and marine areas, consistent with national and international law and based on best available scientific information 14.6 – By 2020, prohibit certain forms of fisheries subsidies which contribute to overcapacity and overfishing, and eliminate subsidies that contribute to IUU fishing, and refrain from introducing new such subsidies, recognizing that appropriate and effective special and differential treatment for developing and least developed countries should be an integral part of the WTO fisheries subsidies negotiation 14.7 – By 2030, increase the economic benefits to small island developing States and least developed countries from the sustainable use of marine resources, including through sustainable management of fisheries, aquaculture and tourism 14.a – Increase scientific knowledge, develop research capacities and transfer marine technology taking into account the Intergovernmental Oceanographic Commission Criteria and Guidelines on the Transfer of Marine Technology, in order to improve ocean health and to enhance the contribution of marine biodiversity to the development of developing countries, in particular SIDS and LDCs 14.b – Provide access for small-scale artisanal fishers to marine resources and markets 14.c – Enhance the conservation and sustainable use of oceans and their resources by implementing international law as reflected in the United Nations Convention on the Law of the Sea, which provides the legal framework for the conservation and sustainable use of oceans and their resources, as recalled in paragraph158 of “The future we want” 15.1 – By 2020, ensure conservation, restoration and sustainable use of terrestrial and inland freshwater ecosystems and their services, in particular forests, wetlands, mountains and drylands, in line with obligations under international agreements GOAL 15: Protect, restore 15.2 – By 2020, promote the implementation of sustainable management of all types of forests, halt deforestation, restore degraded forests and and promote sustainable substantially increase afforestation and reforestation globally use of terrestrial ecosystems, sustainably 15.3 – By 2020, combat desertification, and restore degraded land and soil, including land affected by desertification, drought and floods, and strive to manage forests, combat achieve a land-degradation neutral world 673 Sustainable Development Goals (SDGs) Targets desertification, and halt and 15.4 – By 2030, ensure the conservation of mountain ecosystems, including their biodiversity, to enhance their capacity to provide benefits which are reverse land degradation essential for sustainable development and halt biodiversity loss 15.5 – Take urgent and significant action to reduce degradation of natural habitat, halt the loss of biodiversity, and, by 2020, protect and prevent the extinction of threatened species 15.6 – Promote fair and equitable sharing of the benefits arising from the utilization of genetic resources and promote appropriate access to such resources, as internationally agreed 15.7 – Take urgent action to end poaching and trafficking of protected species of flora and fauna, and address both demand and supply of illegal wildlife products 15.8 – By 2020, introduce measures to prevent the introduction and significantly reduce the impact of invasive alien species on land and water ecosystems, and control or eradicate the priority species 15.9 – By 2020, integrate ecosystems and biodiversity values into national and local planning, development processes and poverty reduction strategies, and accounts 15.a – Mobilize and significantly increase from all sources financial resources to conserve and sustainably use biodiversity and ecosystems 15.b – Mobilize significant resources from all sources and at all levels to finance sustainable forest management, and provide adequate incentives to developing countries to advance sustainable forest management, including for conservation and reforestation 15.c – Enhance global support to efforts to combat poaching and trafficking of protected species, including by increasing the capacity of local communities to pursue sustainable livelihood opportunities 16.1 – Significantly reduce all forms of violence and related death rates everywhere GOAL 16: Promote peaceful 16.2 – End abuse, exploitation, trafficking and all forms of violence and torture against children and inclusive societies for sustainable development, 16.3 – Promote the rule of law at the national and international levels, and ensure equal access to justice for all provide access to justice for all and build effective and 16.4 – By 2030, significantly reduce illicit financial and arms flows, strengthen recovery and return of stolen assets, and combat all forms of organized crime 674 Sustainable Development Goals (SDGs) Targets inclusive institutions at all levels 16.5 – Substantially reduce corruption and bribery in all their forms 16.6 – Develop effective, accountable and transparent institutions at all levels 16.7 – Ensure responsive, inclusive, participatory and representative decision-making at all levels 16.8 – Broaden and strengthen the participation of developing countries in the institutions of global governance 16.9 – By 2030, provide legal identity for all, including birth registration 16.10 – Ensure public access to information and protect fundamental freedoms, in accordance with national legislation and international agreements 16.a – Strengthen relevant national institutions, including through international cooperation, for building capacities at all levels, in particular in developing countries, for preventing violence and combating terrorism and crime 16.b – Promote and enforce non-discriminatory laws and policies for sustainable development 17.1 – Strengthen domestic resource mobilization, including through international support to developing countries to improve domestic capacity for tax and other revenue collection GOAL 17: Strengthen the 17.2 – Developed countries to implement fully their Official Development Assistance (ODA) commitments, including to provide 0.7 per cent of Gross means of implementation National Income (GNI) in ODA to developing countries of which 0.15-0.20 per cent to least-developed countries and revitalize the global partnership for sustainable development 17.3 – Mobilize additional financial resources for developing countries from multiple sources 17.4 – Assist developing countries in attaining long-term debt sustainability through coordinated policies aimed at fostering debt financing, debt relief and debt restructuring, as appropriate, and address the external debt of highly indebted poor countries (HIPC) to reduce debt distress 17.5 – Adopt and implement investment promotion regimes for LDCs 675 Sustainable Development Goals (SDGs) Targets 17.6 – Enhance North-South, South-South and triangular regional and international cooperation on and access to science, technology and innovation, and enhance knowledge sharing on mutually agreed terms, including through improved coordination among existing mechanisms, particularly at UN level, and through a global technology facilitation mechanism 17.7 – Promote development, transfer, dissemination and diffusion of environmentally sound technologies to developing countries on favourable terms, including on concessional and preferential terms, as mutually agreed 17.8 – Fully operationalize the Technology Bank and STI (Science, Technology and Innovation) capacity building mechanism for LDCs by 2017, and enhance the use of enabling technologies in particular ICT 17.9 – Enhance international support for implementing effective and targeted capacity building in developing countries to support national plans to implement all sustainable development goals, including through North-South, South-South, and triangular cooperation 17.10 – Promote a universal, rules-based, open, non-discriminatory and equitable multilateral trading system under the WTO including through the conclusion of negotiations within its Doha Development Agenda 17.11 – Significantly increase the exports of developing countries, in particular with a view to doubling the least developed countries’ share of global exports by 2020 17.12 – Realize timely implementation of duty-free, quota-free market access on a lasting basis for all least developed countries consistent with WTO decisions, including through ensuring that preferential rules of origin applicable to imports from LDCs are transparent and simple, and contribute to facilitating market access 17.13 – Enhance global macroeconomic stability including through policy coordination and policy coherence 17.14 – Enhance policy coherence for sustainable development 17.15 - Respect each country’s policy space and leadership to establish and implement policies for poverty eradication and sustainable development 17.16 – Enhance the global partnerships for sustainable development complemented by multi-stakeholder partnerships. In particular, enhance those partnerships that mobilize and share knowledge, expertise, technologies and financial resources to support the achievement of sustainable development goals in all countries, particularly developing countries 676 Sustainable Development Goals (SDGs) Targets 17.17 – Encourage and promote effective public, public-private, and civil society partnerships, building on the experience and resourcing strategies of partnerships Data, monitoring and accountability 17.18 – By 2020, enhance capacity building support to developing countries, including for LDCs and SIDS, to increase significantly the availability of high- quality, timely and reliable data disaggregated by income, gender, age, race, ethnicity, migratory status, disability, geographic location and other characteristics relevant in national contexts” 17.19 – By 2030, build on existing initiatives to develop measurements of progress on sustainable development that complement GDP, and support statistical capacity building in developing countries 677 678 679